Care Quality Services Sutton

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 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. Staff confirmed the vision and values of the service were shared with them during their induction and they felt committed to these. One staff member told us, “We are all different people working here, different beliefs, but we all believe in the same things when it comes to the service. The people are the most important and we do what we can for them.”

The registered manager told us the organisation’s values were shared with staff in a published document and formed part of discussions with staff when they started working for the service.

The provider had inclusive leaders at all levels who understood the context in which they delivered care 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 gave good feedback about the registered manager and told us they were considerate and caring. One staff member told us “[Registered manager] is very nice, very kind. We can talk to them about anything.”

The registered manager was passionate about the work they did and was motivated to support people. They told us “What truly motivates me is the knowledge that I'm making a significant difference in people’s lives. I firmly believe that everyone deserves high quality, compassionate care, especially in their most vulnerable moments.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. There was a clear grievance and whistleblowing policy in place. Staff told us they felt able to speak to the registered manager about any issues and were confident these would be resolved. One staff member told us “I feel like my views are taken very seriously on different things. I can speak to the manager about anything and they will make themself available.”

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 employed a multicultural workforce where different cultures and religions were celebrated. The registered manager told us, “We strive to create a workplace where everyone feels respected, valued, and supported, no matter their background or beliefs.”

All staff had completed equality and diversity training and told us they felt they were working for an inclusive organisation. One staff member told us, “We are all treated very fairly. We all respect each other no matter our background.”

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. Staff had a good understanding of their roles and responsibilities and these were made clear to them when they applied for their roles. There was a clear job description and structure chart in place.

The provider acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate. They understood their responsibilities to share information with partner agencies as appropriate.

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. They worked closely with their commissioners and multi- disciplinary professionals to monitor and improve their performance. Their main commissioner confirmed they had no issues with the service.

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They had a clear system of audit in place where issues were identified and actions taken to rectify the issue and improve the service.

The provider completed a number of audits. This included a quarterly branch audit, a monthly medication audit as well as an ongoing review of their performance, timeliness and quality of care calls as well as people’s care records among others.