Be Caring Manchester

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 good. At this assessment the rating has remained 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 86 (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 vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and an understanding of the challenges and the needs of people and their communities.

The management team proactively shared and promoted the values underpinning the service from the outset of the inspection. They did this with enthusiasm and passion.

There was a culture of openness, collaboration, and continuous improvement. The provider aspired to be outstanding and was working towards this. They were actively involved in the assessment process.

Staff at every level had opportunities to be directly involved in the development of the service. This positive approach towards staff empowerment was central to their strategy.

A range of communication methods were in place to keep staff informed and involved in the ongoing development of the service. One initiative involved staff representatives nominated by their colleagues, attending regular meetings with the CEO, to ensure staff ideas and concerns were being prioritised. A staff representative stated, “My main task is to get ideas off fellow employee-owners, any concerns, and take them back to the board so we can have a discussion about it and see where we can problem solve. And then I’ll take the answers back to the people who have asked the questions.” This initiative had led to many positive changes within the organisation including to staff terms and conditions.



Staff told us, “It has been a very positive experience. They have a distinct culture where they are very supportive. It is values driven. It is not just jargon, it is real. There is a clear learning culture and an open culture to improve” and “Yes, Be Caring has been a blessing for me. It has been a pleasure working for them. They are very supportive.”

The provider had 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 did so with integrity, openness and honesty.

The provider, registered manager, and the senior management team at Be Caring were experienced and working towards a common goal to provide exceptional quality care.

We received very positive feedback from staff about the registered manager. Staff told us, “[Registered manager] is a joy to have around. [Registered manager] believes in me and my work and will often relay positive things to me. [Registered manager] will lift the morale of the team if we are having a difficult day” and “[Registered manager] is approachable and understands if one of us needs him… [Registered manager] is kind and compassionate. Be Caring is one of the best companies I have worked for. It is my work family.”

Staff told us they felt valued, and they were very positive about the support they received. Staff provided numerous examples where the registered manager had gone above and beyond to support them personally. They reported, “I was also trying to process and come to terms with a traumatic event I had recently suffered. I didn’t know it but Be Caring would become a huge support for me with all these events that were happening in my life and help me find my way through it all.”

Staff told us there had been a significant change in culture around 2 years ago. They said, “I have seen huge change in my time here. The office staff used to be really bad. The registered manager now is brilliant. The office is calm. The communication is clear. We don’t’ have to walk on eggshells. In the past I did not want to come to the office. The carers get good support now, much better than it was."

The provider fostered a positive culture where staff felt they could speak up and their voice would be heard.

The provider told us, “At Be Caring, we are committed to fostering an inclusive and positive culture of continuous learning and improvement. We actively encourage staff to speak up, ensuring their voices are heard and their concerns are addressed in a transparent and supportive manner.” This assertion was backed up by the experience of staff. They reported an open culture and an open-door policy where they were encouraged to report any concerns. They were confident the registered manager would respond appropriately, and they told us they had no concerns about any unsafe care or poor practices. They told us, “Yes, we are encouraged to speak up. It doesn’t’ matter how big or small carers are told to report” and “Yes, this is made very easy.”

Be Caring had policies and procedures in place to support staff in speaking up and raising concerns. This included up to date policies in relation to safeguarding and whistleblowing.

The senior management team was fully aware of their responsibilities under the Duty of Candour. The Duty of Candour is a regulation which all providers must adhere to. Under the Duty of Candour, providers must be open and transparent, and it sets out specific guidelines providers must follow if things go wrong with care and treatment.

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 provider prioritised Equality, Diversity, and Inclusion (EDI) and ensured it was embedded into organisational policies and decision-making processes. This included a biannual survey where staff were asked to provide feedback about their experience of EDI. The staff team was diverse and came from a range of backgrounds. They told us they felt supported. We received no feedback about any unfair treatment.

Numerous examples were provided where the provider ensured people from different backgrounds were included. Staff were supported with reasonable adjustments to support them with disabilities, staff rotas were planned in advance to support people with time off for religious festivals and they recognised the importance of LGBTQ+ inclusion for both staff and the people they support. Each year, they hosted an Annual Pride Party, bringing together staff, people, and local partners to celebrate diversity and inclusion.

The provider had clear responsibilities, roles, systems of accountability and good governance.

The management structure supported, enabled and actively encouraged delivery of good care to people. This had not been achieved consistently in practice and the provider acknowledged further work was required to embed these systems on the ground.

The provider had clear structures in place to achieve this and were focused on being the best. They were employee owned, and this gave them a unique identity. With no external shareholders and no debt, it meant every penny could be invested into improving and developing the service.

Regular audits were in place to provide oversight of key areas such as medicines, care plans and infection control. There was a learning culture, and actions were identified for any shortfalls found. Policies and procedures were in place to support compliance with legislative requirements.

The registered manager was aware of their legal responsibilities and notified the CQC and local authorities appropriately when required. There were robust arrangements for the availability, integrity and confidentiality of data, records and data management systems.

The provider clearly understood and carried out their duty to collaborate with partners and provided excellent examples where this had achieved a significant impact in practice.

The provider was an active participant in shaping the future of homecare and had worked in partnership to develop the Trusted Assessor role with Manchester Local Authority. Be Caring were involved in a 12-month pilot with the council where they worked in partnership to review care packages to ensure people had the right level of support. This provided a positive financial benefit to both people and the council and also utilised gaps in rotas for supplementary activities that enhanced client wellbeing.

Be Caring proposed the initiative to Manchester City Council in March 2023. Through active collaboration with council representatives and partners, they co-designed the operating model via monthly meetings, ensuring alignment with shared strategic goals and ambitions. The group prioritised a partnership built on trust, a unified goal, and a commitment to a no-blame culture, creating a foundation for continuous improvement.

The provider had a strong focus on continuous learning, innovation and improvement across the organisation and local systems. They always 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 provider engaged in a wide range of forums, membership and other stakeholder groups and helped to shape policies and developed models that significantly impacted on care quality. This included the House of Commons Roundtable - Employee Ownership and Social Care in January 2025 to discuss how employee ownership could be strengthened in the sector to value the workforce and enhance the quality-of-care people received. They had contributed to a Manchester University report investigating pay in adult social care and had successfully worked in partnership with a Barnardo’s employment project to support young people into work in Manchester.