Sorted Healthcare Hampshire

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 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. Staff told us, “[The registered manager] is a team player. Whenever you have any need, she is right there. She is down to earth with everyone. She has said: please, feel free to call me any time.” Staff and the management team were unanimous when explaining the values of the organisation and the high-quality support and care they aimed to deliver to people in a personalised way.

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’s relatives told us, “[The registered manager] is a lovely, caring and very competent person”, “[The registered manager] is very sweet, strong [person], quite on top of things and dedicated to care.” Staff told us, “The manager is always around, and she is very much involved in our work.” The registered manager was approachable, involved in day-to-day running of the service and clear around their priorities for improvement and further learning. They involved their staff team and listened to their feedback.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff told us they had an opportunity to attend a team meeting twice a week and felt listened to by the registered manager. They commented they were comfortable to speak up when needed and the registered manager took action to resolve any issues. Staff could use a range of different communication channels to always access management support when completing care visits on their own in the community.

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. A staff member told us, “The organisation is treating the staff fine. I feel there is room for growth and development. It is a growing company which I hope to be part of.” Staff told us the registered manager ensured equal opportunities for training, professional development and fostered culture of open communication and good teamwork.

The provider had governance and quality monitoring systems in place which enabled them to recognise and act on any improvement needs. However, not all recognised improvement actions were yet fully completed and embedded at the time of this assessment. For example, the registered manager identified the need for better, more robust recording in relation to management of risks and medicines administration. Although some improvements in systems and processes were already implemented, these were not yet fully effective and followed in practice. The registered manager was also implementing a more long-term electronic recording system to enable better oversight and more streamlined, timely updating. However, this was not yet used at the time of this assessment. Hence, a proportion of people’s individual care records and medicines administration records were not fully up to date and detailed enough in addressing all individual needs and risks. Although the registered manager mitigated any risks to people by ensuring staff knew people well and all practical actions were completed to support them safely, this was not always accurately reflected in their governance, audits, checks and people’s care documentation. The registered manager was responsive to our feedback, took immediate actions to update people’s records and strengthen their governance systems and provided evidence of how they were implementing those changes.

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. A professional working with the service said, “I found [the registered manager] to be open and engaging, and willing to take on board suggestions for improvement.” They also commented the registered manager ensured learning was undertaken from feedback and various events in the service and systems and processes were improved when needed. Staff worked well with a range of health and social care professionals and people’s families.

The provider focused on continuous learning, innovation and improvement across the organisation and local system. The registered manager discussed learning and continuous improvement with staff during regular team meetings. A range of actions were implemented in relation to people’s individual care provision, and the review of systems and processes for recording to improve the service. People’s and relatives’ feedback was also discussed and actioned by management to improve their experience of care. For example, people’s relative told us how individual adjustments were made to people’s care to better address their needs and wishes. Staff told us how the registered manager supported them to develop and improve their practice. The registered manager had clearly identified priorities for ongoing improvement and development of the service and was responsive to external stakeholder’s feedback.