Sunlight Care 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 since registration in July 2025. 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.

Managers ensured staff received training and support and had access to policies, procedures and systems to help them provide person-centred care. They used spot checks, supervision and team meetings to monitor staff practice and reinforce how the provider’s values should be reflected in their work.

The provider understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation.

At the time of this assessment, the service was led by 2 registered managers. Overall, people spoke positively about managers. One person told us, “They seem good. The manager comes a few times. [They] run the office efficiently. I don't ever hear the carers complain about their boss.”

Staff told us managers were experienced and supported them in their roles. A staff member said, “My managers are experienced and provide clear guidance when needed. They help us understand our responsibilities and how to provide safe, good quality care.” Another staff member told us, “In my experience, they understand the job and the pressures involved in providing care. When something is complicated or I am unsure about something, they are able to guide me and explain what I need to do.”

Managers undertook continuous learning and development to maintain their skills and knowledge. They understood the needs of people using the service and how these should be met through safe, high-quality person-centred care.

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

People had opportunities to share feedback about their experiences of the service through a variety of methods, including spot checks, telephone monitoring calls and quality surveys.

Staff were encouraged and supported to speak up if they had concerns. A staff member told us, “We are encouraged to speak up if we have any concerns. I understand that raising a concern early is important for keeping people safe, and I feel able to report something if I do not think it is right.”

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.

Staff were treated fairly and had equal opportunities in the workplace. They received training to develop their understanding of equality, diversity and inclusion. Staff also had opportunities to develop their skills and progress in their roles if they wished to do so. A staff member told us, “We are all treated fairly and with respect. Everyone has equal opportunities and staff can share concerns without being treated unfairly.”

The provider had clear responsibilities, roles and systems of accountability. However, governance arrangements were not entirely effective.

Managers undertook a range of checks and audits to monitor the quality and safety of care and support. Findings were used to identify necessary improvements and support staff to improve their working practices. However, checks of records completed by staff after each care call had not identified that a small number of staff were not recording the care provided in a timely manner. We found no evidence that people had been put at risk as a result. However, delays in recording care could mean staff did not have all the information needed to provide safe and effective support. The provider addressed this issue immediately after our site visit. Additional checks were introduced to ensure staff completed records promptly after each care call and to prevent the issue from recurring.

Management oversight of compliance with regulatory requirements was also not always effective. We found CQC had not been notified of a recent safeguarding concern. During our site visit, we discussed this with managers and reviewed relevant records. These showed that staff had worked proactively with the local authority safeguarding team to address the concerns raised, and there was no ongoing risk to people. Managers acknowledged their responsibility to notify CQC of such events and explained that the notification had been missed through oversight. Following our site visit, they submitted the outstanding information to CQC and introduced additional checks within their management systems to ensure required notifications were submitted without delay in future.

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 worked in partnership with healthcare professionals to promote the delivery of safe, high-quality care. They followed professionals’ guidance and recommendations to support staff learning and improve the safety and quality of care and support. A healthcare professional told us, “The staff and management are willing to train and work with both social workers and health colleagues to achieve positive outcomes for service users with challenging behaviour.”

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

Managers sought feedback from people and staff and used this, alongside learning from safety events, spot checks, audits and other quality checks, to improve the safety and quality of care and support. A staff member told us, “I have opportunities to share my ideas and feedback with my manager during weekly meetings. Our suggestions are taken seriously, and improvements are considered based on the feedback we provide.”

Managers also attended local networking meetings and forums to develop their knowledge and gather ideas to support continuous improvement.