Bright Care Horsham

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. This is the first assessment for this service. This key question has been rated outstanding. This meant service leadership was exceptional and distinctive. Leaders and the culture they created drove and improved high-quality, person-centred care.

This service scored 89 (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 very clear shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and an exceptional understanding of the challenges and the needs of people and their communities. The provider’s values were ‘Can Do, Own It, Champion People, and One Team.’ These values were taught at induction and clearly embedded and practiced by staff. People were provided with a high standard of care from a motivated staffing team. There was a strong culture of inclusivity of people and staff due to open channels of communication and requests for feedback. People were involved in organisational changes and ongoing improvements. For example, the head office team had been reviewing the information pack provided to people and noted the content could be overwhelming. They had trialled a glossy magazine format and had received positive feedback from people, so there was an aim to roll this out for all the provider’s services. The registered manager told us their ethos was to involve people and provide a personal service, they said, “We are an ‘in person’ company. All to do with making connections for clients and staff.” People were consistently satisfied with the service they received and were given ample chances to provide feedback about their care. One person said, “No complaints, they are very good. [Registered manager] has been here to get feedback and to supervise the carers. [Registered manager] comes in and we chat about my care plan, they ask us about it and speaks to [my relative] and me. It’s all good feedback. [Registered manager] checks what is convenient and they fit in with what we are doing.” The registered manager had achieved the ‘Own It’ award for excelling in their role, they had received this award for taking personal responsibility, taking pride in their work and making continual improvements to lead a strong team. This was evident throughout our inspection.

The provider had exceptionally inclusive leaders at all levels who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively. They always did so with integrity, openness and honesty. The registered manager was highly regarded by all people and staff. We received multiple positive comments about their leadership and approachability including, “The service is definitely well run… Nothing but praise.” And, “So far I am very happy and content. I am happy the way I am, treated by my managers and the other staff when I get to meet them. I feel I am cared for and loved.” The registered manager was supported by care managers who took responsibility for groups of people. The head of operations also visited and called frequently to provide support when needed. Managers meetings were held with other managers of the provider’s services to share good practices and learnt lessons. The registered manager told us, “I absolutely feel supported, more so here than ever before. If you are ever stuck, you can ring someone and they will drop everything and speak to you. Everyone in the business will help you. They all want the best out you as well.” The nominated individual ensured they remained involved with the service. A staff member told us how they had called to seek employment, they said, “A gentleman picked up the call, he was so friendly and nice, he asked me to get in touch with [registered manager], I came to learn it was [nominated individual] I spoke to. I was shocked with how nice he was. He was so down to earth and so humble with no airs about him. [Registered manager] is one of the sweetest people, full of life and bubbly. I really like these types of people. I am a positive person too.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff had a clear policy to follow to enable them to speak up. Staff received regular supervision and told us they felt confident to speak up about any concerns they had. One staff member told us, “I feel listened to, I feel that we are all one team and we all help each other along the way. I know that if I have a problem I can go to my care manager and I will feel listened to.”

The provider strongly valued diversity in their workforce. They had an inclusive and fair culture which had improved equality and equity for people who worked for them. There was a diverse range of backgrounds, skills and experience within the workforce. Some staff members were recruited from overseas. They had a full induction to the service and were supported to adapt to the life and culture of the UK, support included cookery classes and recipes to try. A person wanted to attend a wedding with the assistance of staff. The staff member sought advice from the registered manager about dress code expectations, the guidance helped the staff member dress appropriately to feel comfortable and relaxed to support the person at the wedding. Staff meetings were routinely held to keep staff up to date with the service, openly discuss any issues they may have and provide ideas for staff social events. A staff member told us, “Yes I have attended staff meetings, it was nice to catch up with my colleagues and care managers about any updates to the team and to the company. Two of my colleagues received awards so it was lovely to be able to hear about their achievement and congratulate them.” Staff spoke of how they were personally supported and valued by the provider, when speaking about their induction training in Scotland one said, “They provided an evening meal after our first day which I thought was a lovely touch.” Another staff member told us, “We were given everything we needed including uniform, PPE, all our log in details... it was really great. My flight was delayed from Edinburgh and Bright Care paid nearly £60 for a taxi so that I was safe getting home.”

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. Quality assurance processes were in place and were effective in identifying areas where improvements could be made. The registered manager conducted medicine audits to ensure the accurate recording and administration of medicines, they highlighted where some staff had not always documented topical cream application on the medicine administration record (MAR) charts, although had documented this in daily notes. Staff meetings were held and the issue resolved. Regular field observations were carried out, this gave the registered manager opportunities to observe care delivery, check the quality of record keeping, time keeping and receive direct feedback from people. People received high quality, safe and person-centered support which evidenced governance systems were effective in identifying and rectifying shortfalls. One staff member told us, “We are regularly checked whilst visiting a client. [Registered manager] will be at the clients address, with no prior warning and shadow our visit. Feedback is always immediate. I also know that clients are asked about the service that they receive regularly.” The registered manager understood their duty to notify CQC of events within the service they demonstrated and evidenced their understanding to be open, honest and apologise when things went wrong. The service development plan was a working document, the provider measured the service’s compliance against CQC’s single assessment framework to continually improve and develop.

The provider clearly understood and carried out their duty to collaborate and worked in partnership, and services worked seamlessly for people. They always shared information and learning with partners and collaborated for improvement. The registered manager had built strong connections within the community. They formed a link with the business on the ground floor of their premises and jointly hosted a ‘never alone’ group which was promoted through newsletters should people wish to attend. The provider rented a village hall to host Christmas events, bingo sessions and had plans to host chair based exercise sessions with a local specialist. The registered manager told us, “Some (people) don’t have a big social network so it's nice to engage and interact with others.” Staff and management completed a charity walk to raise funds and awareness for Dementia week. The registered manager attended networking events for local businesses and established connections with a local telecare provider, they made sure they were equipped with local knowledge to signpost people to services which may benefit them. People received joined up care through staff working in partnership with healthcare professionals. A healthcare professional commented on the service and said, “I have seen a carer before at [person’s] home, they were absolutely brilliant with [person], really kind with a good approach, [staff member] seemed to know [person] well. The care manager contacted me yesterday with concerns about [person]. We had a long chat, I was impressed they rang to find out what they can do.”

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice and research. The registered manager belonged to various groups and forums to keep their knowledge current and relevant. They told us, “We are part of West Sussex Partners in Care. We received emails from them, use skills for care website and CQC newsletters. Managers forums are helpful too. I get a lot of support here, networking meetings and breakfast meetings specific to care.” The registered manager told us that although they worked to CQC regulations there were some aspects of shared learning they had taken forward from the provider’s other services which were regulated by the Care Inspectorate (Scotland).