Securecare (UK) Limited

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• 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 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.

The service’s mission was to provide a flexible, efficient and professional service tailored to each person’s unique needs. Service missions were monitored through regular audits and feedback from people, relatives and staff. A person told us, “I think it is going very well, it is a good service.”

Staff told us the culture within the service was positive and they were supported when needed. A staff member said, “Everything is going well so far, it’s a good culture with good support and help from everyone.”

Staff had a good understanding of the ethos of the service and were clear about their responsibilities. They understood their roles and told us the management team supported them.

The management team operated an ‘open door’ policy where people, relatives and staff could speak to them at any time to ensure there was an open culture where concerns could be raised and acted upon. Feedback from a relative included, ‘We are both very happy with the service provided from the outset.’

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.

A care manager was in place and had submitted their application to register with CQC. The care manager was supported by the learning and development director. They kept themselves updated with good practice and legislation. People using the service and staff told us the service was well-led, and the care manager was helpful and kind. A staff member said, “I have been working for almost 1 year. I like the service and management.”

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

The provider maintained a whistleblowing policy detailing how to raise concerns both internally and externally, which gave staff the freedom to speak up. Whistleblowing is the act of reporting wrongdoing, misconduct, or illegal activities within an organisation.

Staff knew how to use the whistleblowing policy and understood their role and responsibilities of reporting concerns and knew who to go to if they needed to.

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 management team put systems in place for flexible working arrangements, and shift plans showed staff working flexibly. Staff felt positive about the service and how management valued diversity.

The provider completed lone working assessments to ensure staff were safe.

The provider had a clear equality and diversity policy to ensure that neither staff nor people using the service were subjected to discrimination.

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.

The provider regularly completed audits to ensure management oversight of the service and to oversee care was delivered safely. The management team audited care plans, incident management, and infection control alongside quality assurance audit to check that processes and records were robust and that all required audits were done.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. The care manager and staff told us they worked in partnership with health and social care professionals to ensure people were in the best of health if required. Staff told us if people were not well when receiving support then they would contact health professionals and work in partnership with them. Details of health professionals were included in people’s care plans.

The provider focused on continuous learning, innovation and improvement across the organisation and local system.

The service had systems in place to learn and improve. It sought feedback from people, relatives, and staff to ensure a culture of continuous improvement and to support the management team in enhancing overall service quality. Feedback records showed that people and relatives were positive about the service.