SureCare Sheffield

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 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 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. The provider had a clear vision for their service which focussed on a person-centred approach and the provision of tailor-made care and support for people. The organisational values of independence, respect, dignity, trust, reliability and commitment to supporting people through all stages of life's journey were demonstrated by the management team and members of staff. A member of staff told us, “I have worked for a few care companies and the registered manager and owner of SureCare Sheffield show members of staff respect. I personally feel they do everything in their power for members of staff and people."

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 registered manager understood their organisation and was well organised and responsive to requests for information. People’s relatives recognised how responsive the registered manager was to their requests for information. One relative told us, “The registered manager listens to me. They are easy to get on with and set up a meeting quickly when there is a problem. This provider is much better than my previous one.” Another relative told us, “The registered manager seems good. [Family member] looks after it all themselves. If there was a problem, they would phone the office and then tell us. [Family member] is always happy to speak to the manager.” A member of staff told us,” I can easily talk to [the registered manager] and anyone else in the office. They are so approachable and I do think this has made it so much easier for me to confide in them. They do make an effort to get to know us and spend time with us and not just sit in the office and give us instructions.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The provider had a whistle-blowing policy in place and regular staff meetings took place. Member of staff confirmed they were able to talk to the management team. One member of staff told us, "Yes [we are able to suggest new ideas about delivering care]. We have numerous meetings whether it be person-specific or the whole staff team. I don’t think anyone’s shy about speaking up.”

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 had an equality, diversity and inclusion policy in place. We saw evidence of a diverse workforce who were well supported by the provider.

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 a good approach to governance and management. For example, there was a systematic approach to monthly audits and reviews of medication administration charts and daily notes. The provider carried out spot checks to review the care and support provided and engaged with people to get feedback about quality of care. This approach to quality was reinforced at staff meetings.

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 provider understood their duty to collaborate and work in partnership which ensured 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.  A social care professional told us, "[SureCare Sheffield] are very professional. Their communication skills are excellent and they provide quick and timely responses. SureCare Sheffield work with us as part of a team alongside other health and care professionals. They are able to respond to constructive feedback and they will listen and take on board our recommendations, putting the outcomes of people first. I often complete Care Act assessment reviews where SureCare Sheffield are delivering the care. They personalise the care for the individual to meet their needs.”

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. The provider and management team identified learning through reflective practice and supervision discussions with members of staff. Learning and improvement feedback was provided to members of staff at team meetings.