Sabir Care UK Ltd

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 there was insufficient evidence, and we did not rate this key question. At this assessment the service has been rated 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, strategy and culture. 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.

People using the service and their relatives felt the provider and registered manager promoted an inclusive and empowering culture. Comments included, “[Registered manager] is passionate about delivering personalised care,” “[Registered manager] regularly checks to find out how things are” and “It’s a very well-run organisation.” People were encouraged to speak up about any aspects of their care which did not improve their well-being. People and their relatives told us the registered manager was honest, approachable and open to ideas to improve the quality of care provided and to develop the service.
Staff were engaged and involved with the service in many ways and told us they enjoyed their roles. They felt well supported in their work. They made positive comments about the management and leadership. Comments included, “[Registered manager] is very good and compassionate” and “We are supported to do the job.”

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.

People who used the service and their relatives told us the registered manager and management team were compassionate and championed their rights to receive good care. They told us the registered manager and care coordinators visited them and kept them aware of improvements made in response to their feedback. People said they trusted the registered manager to resolve matters when things went wrong. Staff told us this enabled them to be transparent and get support they required to improve their practice.

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

People and their relatives told us the registered manager and service managers encouraged them to raise any issues that affected care delivery. Staff were aware of whistleblowing information concerning wrongdoing to internal and external agencies to help keep people safe from abuse. One relative told us, “The care coordinator visits to check if we are happy with the quality of care and staff punctuality.” The provider and registered manager understood their responsibilities to be open and honest when things go wrong. Staff told us the registered manager responded well when they made mistakes. They said issues were dealt without fear of reprisals. Handovers and team meetings were used as learning opportunities to minimise issues before they arose. They said their views were considered about how to drive improvement.

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, registered manager, management team and care staff understood their responsibilities to promote an inclusive culture for the diverse staff and people they supported and to each other and act without discrimination. Staff received training on equality and diversity. They were happy because the registered manager fostered good relationships within the diverse workforce and promoted diversity of thought and fairness and equity for all the staff. Staff told us they had experienced a fair and transparent organisation since joining the care agency.

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.

People were cared for in manner that met regulatory and statutory requirements. A relative told us, “The registered manager and office staff are friendly, approachable and all very good.” Another relative said, “I would certainly recommend the company, they meet all my [person’s]’ needs with a good understanding of her culture and language.”

The registered manager understood their responsibilities to submit notifications to CQC and the local authority safeguarding teams of significant events in line with their legal responsibilities. They were able to describe how they used effectively their governance systems to ensure the smooth running of the service and to provide business continuity in the event of adverse events. The provider used quality assurances systems effectively to assess and monitor the quality of the service. Improvements were made when needed. Staff were provided with up-to-date policies and procedures which enabled them to deliver care in line with best practice and to meet regulatory functions. The provider ensured staff understood their roles and responsibilities. The registered manager showed passion in working with local communities and educate people about how to access health and social care services.

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.

The registered manager worked in partnership with other agencies and health and social professionals to ensure people received the support they required. The registered manager told us she had links with other agencies around the local community which they used to discuss services available to people to enhance their lives. This helped them work well together to support people moving between services.

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.

People enjoyed better outcomes to their health and wellbeing because the provider promoted continuous learning. Staff were positive and commended the registered manager for their leadership style. Staff said they were encouraged to be open about incidents to help the provider take action to improve their practice and to ensure continuous learning took place. The registered manager told us, “I am passionate about care in my community. I hold community outreach work to share my knowledge and expertise in the field of health and social care.” Staff and people and their relatives told us they benefitted from this which improved their outcomes.