PBT Safer 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

The management team were committed to improving the practice relating to medicines. The management team supported staff well and there was effective and frequent communication to ensure information was handed over and discussed to produce the best outcomes for people. There was an open and supportive culture between management and the staff team. People said managers were approachable.

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.

Staff and leaders felt strongly about ensuring that people received good care. The director/nominated individual told us, “Our mission statement is ‘safer space for better outcomes’ this feels personal.” One staff member told us: ”The culture is very person- centred towards both clients and staff.”

There was a shared vision between staff and leaders with an emphasis on ensuring people received good care. Equality and diversity within the service was promoted.

Staff felt supported and empowered in their roles. Staff spoken positively about provider. One staff member told us, “The managers are so supportive and caring. I could not ask for more.” Another staff member said, "Managers are very supportive and they listen.” Staff felt recognised for the work they did.

There was a formal management structure and a registered manager in place. The director/nominated individual was actively involved in day-to-day operations. Feedback was welcomed from staff, people using services, relatives and healthcare partners.

Leaders fostered a culture where staff could speak up and raise concerns. Regular staff meeting took place and staff attended regular supervisions. One staff member told us, “I have a monthly one-to-one meeting with my manager where she asks how I am doing at work and about my well-being.” Staff also said; “The provider is very receptive to feedback and they tell you how they have acted upon it too”, “They hold meetings and ask questions and they are approachable so we give feedback” and “Yes, the managers seem interested in what staff think and capture this information at meetings.”

Processes were in place to support staff and enable people to speak up. The provider supported a culture where people felt confident they could speak up and raise concerns and there were policies in place to support this.

There was a diverse group of staff delivering care and support to people. Staff told us, “Yes, it is a lovely team to work for, they are all very supportive and helpful” and “It is a good work environment.”

There was a strong culture of supporting equality and diversity within the organisation. The management team ensured that staff represented people they support. Staff felt they were listened to and valued, and policies were in place to support equality and diversity.

Staff were clear about their roles and responsibilities. They had a good understanding of the governance structure and felt supported in their roles. One staff member told us, ”Managers are very supportive and caring.”

There were clear responsibilities, roles and governance systems in place. Both the registered manager and the director/nominated individual had oversight of the service and there were systems and processes to support this. For example, a range of audit had been developed. The director/nominated individual was aware of their duty to notify the CQC of events that affected the service and individuals that received personal care. There were relevant business contingency plans in place which were reviewed regularly to ensure the service could continue supporting people in a crisis.

Relatives shared positive experiences where they had been supported by staff to do activities in the community. They said staff were diligent and optimised opportunities to support people to socialise and maintain their independence.

Staff had a good understanding of the importance of working with others and the benefits of this collaboration. Staff supported people to access activities the local community if this was their wish.

Partners did not share any information with us about this.

The provider had developed risk assessments to help keep people safe if staff were supporting them to access the local community.

The provider and registered manager had effective oversight of the service. Learning opportunities were identified. Staff were supported to access training and further development. Feedback from staff and people using the service was continuously sought after.

Provider had processes and procedures in place to support learning and continuous improvement. Provider carried out audits and checks to ensure that people received good care. Staff were provided with training and learning opportunities to enhance their knowledge and skills.