Bloomsbury Home Care - South Essex

On this page

• Overview
• Shared direction and culture
• Capable, compassionate and inclusive leaders
• Freedom to speak up
• Workforce equality, diversity and inclusion
• Governance, management and sustainability
• Partnerships and communities
• Learning, improvement and innovation

There was a positive culture at the service. Governance and management systems, information about risks, performance, and outcomes were now used effectively to drive improvements. Staff were very positive about their roles and the support they received from the senior team.

This service scored 75 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The new manager had been working with staff to change the culture of the service and share the providers vision for supporting people in their own home. Staff told us they felt supported to provide good care.

The manager and senior staff made themselves available and accessible to care staff. Staff were supported with frequent contact through calls and messages as well as with structured meetings and supervision.

The service had a new manager and there had been some changes to the senior team. The provider had taken the opportunity to review how care was being provided in the form of survey to get feedback on care from people. The new manager said they planned to repeat this in a few months to see if improvements had been made and recognised.

The manager had been appointed as they had the skills and experience to provide leadership at the service. They had reviewed how care was being delivered to ensure people had regular carers and staff delivered care visits to provide consistency. The manager had also reviewed staff training and had sourced additional training for staff where needed.

Staff told us they felt confident to speak up and raise concerns if they had any concerns either within the service or externally.

The provider had a ‘whistle blowing’ policy for staff to follow. All staff received training in how to raise safeguarding concerns and any issues were encouraged to be talked about in staff meetings and individual supervision.

The manager had developed an inclusive workforce and recognised the value of diversity amongst staff.

The provider had a culture of diversity, equality and inclusion and worked within the principles of the Equality Act. Staff were continually engaged with to involve them with the service through meetings, supervision and surveys.

Staff understood their roles and responsibilities. One member of staff said, “I am a team leader. I support staff and do spot checks, as well as assessing new clients and delivering care call.”

The manager supported staff learning and development to enhance their skills and well-being. The manager had several monitoring systems and audits in place that gave them a good oversight of the service. The manager had a clear vision of how improvements could be made, and positive outcomes delivered for people.

People were able to give feedback on their care directly to the service and discuss where changes were needed.

The manager had developed links with the local authority contracts team and was working with them to deliver their expectations of care for people. They had also developed links with the community health teams such as district nurses and palliative care team.

We have not received any negative feedback from partner agencies.

The manager had regular meetings with the local authority and other providers to share the organisation’s direction, expectation and learning. The manager had reporting systems in place such as a call monitoring system which could provide data on call times to the local authority to monitor their performance against expectations.

Staff told us they were supported to complete training and develop their skills. One member of staff had completed an additional training qualification which meant they could train staff and assess staff’s practical skills with moving and handling.

The manager monitored staff training to ensure staff stayed up to date. Where needed the manager sourced additional training for staff to develop their skills. The provider supported managers in the organisation with regular peer meetings to share ideas and develop their learning. Audits were reviewed along with lessons learned to drive improvements and continually improve outcomes for people and staff.