Bhandal Care

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

Well-led – this means we looked for evidence that service leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture. At our last assessment we rated this key question requires improvement. At this assessment, the rating has changed to good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

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 provider had a shared vision and strategy. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities. Relevant and up to date policies were in place to support service delivery.

A positive culture was promoted by staff and leaders, and this was reflected in feedback received from people using the service. One person told us, “I’m full of praise for them they are great fun but professional. I would give the carers 10/10.”

Staff enjoyed working for Bhandal Care and were motivated by providing high quality care and support. One staff told us, “The team is dedicated and works hard to ensure people receive the best care possible.”

The service was well-led. The registered manager understood the context in which the service delivered care, treatment and support and embodied the culture and values of their workforce and organisation. They accessed relevant support and training to maintain their skills and knowledge. The registered manager understood their regulatory responsibilities to notify CQC of significant events at the service.



All staff fed back positively on the leadership of the service. One staff told us, “[Registered manager] really does care about the people we support.” Another said, “[Registered manager] is fair and approachable, and I feel comfortable discussing concerns. They listen to staff feedback and address the issues.”

People confirmed leaders were visible and led by example. One person told us, “The managers sometimes muck in themselves and new carers shadow more experienced carers”.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. All staff we spoke with felt able to raise concerns and were confident they would be listened to. Appropriate policies were in place to support people and staff to speak up.

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them.

The registered manager had identified the challenges staff faced when supporting people from different backgrounds and cultures. They had taken steps to support staff in understanding the local area, and communities they supported. For example, sharing cooking videos, or visiting local shops and cafes.

Staff confirmed they felt supported. Staff did not share any concerns about discrimination. Appropriate policies were in place to support equality and diversity in the workforce.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

Regular quality audits were completed by leaders which ensured effective oversight of key risk areas and care quality. These audits were effective in identifying areas of improvements and making changes where needed.

Systems were in place to seek feedback from people who used the service. For example, regular surveys.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement. Records showed partnership working with a range of professionals.

Partner agencies fed back positively on their working relationship with the provider. The registered manager told us, “We want to be an outstanding partner of the local authority.”

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcomes and quality of life for people. A service development plan was in place which demonstrated learning had been identified and actions taken to make changes to improve people’s experience. The provider had taken effective action to address findings from our last inspection. This included the successful implementation of an electronic care planning system.