SureCare Colchester & Braintree

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 newly registered service. This key question 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 71 (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.

Leaders were knowledgeable about the service they were providing, their priorities and vision for the service going forward. This included developing systems and processes further and working and establishing links with the local authority, other commissioners and stakeholders.

Staff and leaders demonstrated a positive, compassionate, listening culture that promoted trust and understanding between them and people using the service. People who used the service spoke highly of the management, staff and their support and their openness.

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.

Leaders were visible and led by example, being open and developing cooperative relationships with staff, people who used the service and health care professionals.All people told us they would recommend the service and that it was run well.

Systems and processes were in place to provide support to staff and promote a positive, open and inclusive culture with detailed supervisions. Overall staff told us that they felt supported and that it was a good place to work.

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

The provider had clear policies and procedures in place to support this These included up-to-date safeguarding and whistleblowing policies, which were accessible and regularly reviewed to ensure compliance with best practice and regulatory standards.

Staff demonstrated awareness of these policies and understood the processes for reporting concerns, including how to access guidance and support when needed.

The provider shared they 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 had policies and procedures in place regarding equality, diversity and inclusion and staff had received training on equality and diversity.

There was a diverse workforce in place, all of whom felt supported appropriately by management.

During our assessment we found that the service had not always sought more than one reference or during staff recruitment. The service offered us assurances moving forward around seeking appropriate references.

The provider had structures in place to monitor and improve the quality of care they delivered. Systems such as audits and quality monitoring were used to check the quality and safety of the service and actions noted to be in place to address issues highlighted.

The registered manager was clear of their role and their regulatory requirements. Accidents, incidents, and safeguarding concerns were reported to the relevant people.

At our assessment we discussed with the registered manager about the plans for the service for the future. We discussed the oversight and sustainability moving forward with the registered manager. They had plans and procedures in place to consider safety and quality for the service as it expands.

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.

Processes were in place to ensure appropriate referrals were made to community partners and agencies, which supported joined-up working.

The provider, staff and management worked in partnership with other agencies involved in people’s care which helped ensure they had consistent and effective experiences.

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 showed awareness of the need to they review and develop this alongside increases in the service provision.

The registered manager encouraged an open culture of learning and continuous improvement, driving good-quality, safe, person-centred care.

Regular audits and checks the provider conducted were routinely used to analyse and identify any performance issues.

The registered manager understood their responsibility to apply duty of candour and where appropriate apologise when things had gone wrong. The duty of candour is a legal requirement for health and social care providers to be open and transparent with people receiving care and treatment when mistakes occur.

During our assessment the registered manager actively participated in open dialogue about processes within the service and implemented improvements around areas identified within this assessment.