Satash Community Care Project Limited

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. The provider was previously in breach of legal regulations in relation to statutory notifications and good governance. Improvements were found at this assessment and the provider was no longer in breach of these regulations. 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 service 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. Everyone was committed to the provider’s mission and understood the direction of the service which was to enrich the lives of people by providing a safe home. The provider had clear aims and objectives and direction on how to achieve this. Staff told us they were proud to work at Satash. A staff member said, “I love my job.” Another member of staff told us, “Satash has a positive and supportive culture where teamwork is highly valued. Staff are respected, recognised for their efforts, and encouraged to develop professionally through training. Everyone shares the same goal of providing high-quality, person-centred care.”

The service held regular management meetings, staff meetings and records confirmed this.

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.

Without exception, everyone spoke in the highest regard of the registered manager, the nominated individual and directors about their dedication to people, relatives and staff. A relative told us, “[Registered manager] is very good. [Nominated individual] is here on a daily basis. I think that’s a very good thing. I can knock on the door any time I want.” Another relative said, “Hats off to [nominated individual] and the family and team and the registered manager who has become a lifeline for us.” A third relative told us, "[Registered manager] is a gem. She is like one of the family. We can stay and have a chat with her, very nice person." A member of staff said, “The [nominated individual] comes every day, even if he is away, we get a call, he likes to know what’s going on. We have a WhatsApp group, we keep everyone updated. This is a good thing, we are very comfortable because we know we have someone to rely on even at 3am.”

Health and social care professionals were also extremely complimentary about the leadership at the home, one comment included. “The registered manager has always found time to discuss any queries with us, and she has always been proactive with informing us about anything going on. Satash are a really professional service with good values.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff consistently told us they felt comfortable raising concerns and were confident they would be listened to and acted upon. A member of staff told us, “Managers maintain an open-door approach and encourage honest communication. Staff feel comfortable raising concerns or suggesting improvements during handovers, team meetings or directly with management, knowing they will be listened to and supported.”

They described the registered manager and management team as approachable, supportive and responsive and felt able to openly share ideas and feedback. Clear policies and procedures, including safeguarding and whistleblowing were in place to support staff to speak up. This open culture encouraged continuous improvement and helped ensure people received safe, high quality care.

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 told us, “We have a very diverse staff team. I love it. We do support the staff with religious needs like festivals.” Staff consistently told us they felt valued in their role. On this, the registered manager added, “We used to have staff and resident parties separate, but now we join it and it’s so much more fun. We have a staff award every two months. We celebrate anything they have done that was over and above.”

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. The provider had taken appropriate action to address a previous breaches of regulation relating to notify CQC and governance. Governance systems had been strengthened, and the registered manager demonstrated a good understanding of their responsibility to submit statutory notifications to CQC.

The registered manager and team leader now carried out a range of robust audits, analysis and checks within the service, which supported the safety and quality of care provision. Risks to people's safety were well managed and monitored. Audits of people’s health needs were regular.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. Staff worked collaboratively with health and social care professionals, families and other agencies to ensure care was coordinated and responsive to people’s changing needs. Feedback from health and social care professionals was consistently positive, describing the service as responsive, professional and proactive. A social care professional told us, "Communication between the service and external professionals has generally been timely and effective, with staff willing to engage positively and share relevant information when required." The provider also maintained strong links with the local community, supporting people to access meaningful opportunities and promoting inclusivity. For example, the registered manager told us, “With the residents, they are part of the local community. We go to the local pub, we are very much part of the community and not segregated.”

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. For example, the registered manager told us about their initiative with student nurses, “We take student nurses from the mental health team. Theres the opportunity for them to come and do a placement here and we welcome it. It’s a five week placement for year 1 students.” This supported the development of the future workforce while bringing current knowledge and fresh perspectives to the service, benefitting both people and staff.