Surecare Doncaster Ltd

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. The management team told us they aspired to provide an excellent and reliable service for people. The registered manager said, “When recruiting we look for staff with a good work ethic that will help us achieve our goal.”

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. The registered manager told us they were supported by other leaders in the organisation, and they worked well together to ensure a good standard of care and support was offered to people. Staff told us they felt supported by the management team and found them approachable. One staff member said, “I get on well with the manager and have had no problems with any colleagues, everyone seems happy that I work alongside, and we enjoy our jobs and care for the people we look after.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff had access to the whistle blowing policy and told us they would use this if required. The provider supported staff to raise concerns and to challenge any unsafe practice they witnessed.

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 had access to a staff handbook which detailed all relevant staff processes, policies and procedures. Staff were given opportunities to discuss important matters. The management team ensured staff worked in accordance with equality and diversity principles and policies and behaved in non-discriminatory way. They did this by providing support, training, and supervision. The management team operated a code of conduct that made any form of discriminatory behaviour unacceptable.

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 acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate. The provider had systems in place to monitor and improve the service. These comprised of regular audits and spot visits to ensure staff were carrying out their roles in line with the standards expected from the provider. Where areas for improvement were identified, swift action was taken to improve the service. Quality assurance meetings were held to ensure care plan reviews, spot checks and audits were all up to date and to discuss any concerns arising from them.

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 management team showed a commitment to partnership working, sector learning, and management visibility, which ensured the service remained responsive, innovative, and aligned with best practice as it developed. External professionals told us the provider worked in partnership with them. One professional said, “We have no issues at all. They [management team] are very cooperative, available when needed and have good values and principles.”

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. The management team had systems in place to ensure they learnt from incidents and used learning to improve their service.