Surrey SCP

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 good. At this assessment the rating has remained 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.

There was a positive and person-centred culture in the service, and staff worked to the same goal.

The service was recognised and awarded for their performance. This demonstrated the provider's commitment to continuous improvement and maintaining high standards of care.

Staff confirmed the management demonstrated positive and listening culture that promoted trust.

People and their relatives were complimentary about the management of the service and told us they felt it was well managed.

The registered manager told us the provider was supportive and heldregular meetings with them to ensure compliance.

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.

Staff felt supported by the management and found the registered manager to be approachable.Comments included, “The registered manager is very friendly and helpful”, “Management promotes inclusive behaviour and treats everyone fairly and respectfully”, and “Anytime I need help or guidance they always support me and our clients. They go above and beyond for us and them.”

The registered manager was knowledgeable about issues and priorities for the quality of services and could access appropriate support and development in their role.

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

Staff told us they knew how to whistle blow, and report concerns. A staff member said, “I have opportunities to raise concerns or share feedback to the registered manager. They always listen.”

The provider had an up-to-date policy which explained different types of abuse and how to recognise those and explained the safeguarding process.The registered manager was aware of the importance of supporting staff to speak up.

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who work for them.

New staff completed a health questionnaire form in case any reasonable adjustments at work should be explored. The registered manager told us they would ensure reasonable adjustments were implemented if required.

Staff told us they were treated fairly and felt valued. A staff member said, “I feel valued and proud to be part of a caring, professional and supportive team.”

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 act on the best information about risk, performance and outcomes, and share this securely with others when appropriate.

Governance systems were established and operated effectively. These included regular audits of care plans, records, and staff performance.

The service acted on the best available information about risk and performance and shared this securely with others when appropriate. Staff spoke positively about the registered manager and told us they felt able to approach them for support when needed.

People and their relatives gave consistently positive feedback about the management of the service and told us they felt it was well managed.

The provider understood their duty to collaborate and work in partnership, so services work seamlessly for people. They share information and learning with partners and collaborate for improvement.

Health and social care professionals were complimentary about the service. A professional said, “I’m pleased to confirm that the management at Surrey SCP engage well with us.”

Systems were in place to foster good working relationships with health care teams and the local authorities. This meant people’s care provision was joined up and services worked well together.

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.

Systems and processes supported ongoing learning and development, including regular training sessions and team meetings. The provider had systems for sharing lessons with staff.

Records showed the service continuously strived to improve. For example,by introducing regular wellbeing checks and changing their electronic recording system since the last inspection.