SureCare Rugby & North Warwickshire

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 inspection we rated this key question good. At this inspection 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 82 (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 supported an open culture and had created a strong team ethos. Staff spoke positively about working at the service and felt well supported in their roles. One staff member told us, “I feel very supported. We are a tight team and support each other.” Another staff member said, “We have a good team and a shared commitment to provide the best care possible.”

Processes to involve people and staff in developing the culture included seeking people's feedback through telephone calls, meetings and questionnaires on the quality of care and service provided. Where suggestions were made, action was taken.

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 and relatives knew who the management team were, and how to contact them. One person told us, “The managers are all accessible, professional, responsive and supportive of any issues raised.” One relative said, “I often phone them to say how happy I am. No complaints. I’ve recommended them to other people.” Another relative told us, “The whole team at SureCare are wonderful and have changed all our lives for the better. I would recommend them without hesitation.”

Staff understood their roles and responsibilities and told us they felt supported by the management team. One staff member said, “I really enjoy working here, everyone’s so supportive. What I like, is the managers all take the time to get to know you as a person, I don’t feel just an employee.”

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

Staff felt confident to raise any issues or concerns with the management team if needed. One staff member told us, “We could speak to any of the managers, and they would act on our concerns immediately.” Another staff member said, “There is always someone to contact for advice or support, I feel very supported in my role.”

The provider also held regular team meetings, where staff had the opportunity to raise concerns and offer suggestions. The registered manager understood the need to be open and honest when things went wrong in line with their responsibilities under the duty of candour.

The provider strongly valued diversity in their workforce. They had an inclusive and fair culture which had improved equality and equity for people who worked for them.

The registered manager demonstrated a commitment to fostering an inclusive workplace which respected, valued and protected all staff regardless of their background or identity, as required by the Equality Act 2010.

The management team promoted equality and inclusion in the workforce by supporting staff with flexible working requests to help them balance their home and work commitments.

Staff felt they were valued and supported by the management team. The registered manager told us, “All our staff are important, and we make sure we are always available. We are there to support, guide and listen. If a staff member has a problem, then we deal with it.”

Through their employment, staff had access to The Care Workers Charity for additional wellbeing support and financial assistance during challenging times.

Staff told us they felt included in decisions about the service and enjoyed their job. One staff member told us, “We are always being asked for our ideas, to make suggestions about what’s working well and any changes we could make to improve things.”

All staff had received equality and diversity training. The provider’s policies promoted equality and diversity, and a diverse staff team has been recruited to support people using the service.

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.

Systems and processes were in place to monitor the quality and safety of the service. This included audits of care records, staff competencies and checks on people’s home environment.

However, we identified medicines audits and checks were not always effective as they had failed to identify the issues we found. For example, PRN protocols were not in place for all medicines prescribed ‘as and when required’ to provide staff with clear guidance on their safe administration.

Despite these shortfalls, which were addressed during our visit, the management team demonstrated a commitment to ensure the improvements made were sustained to ensure people consistently received good care and achieved good outcomes.

The registered manager demonstrated an understanding of the regulations and their responsibilities. They had informed us about important events within the service for example, they had informed us about important events within the service.

The provider clearly understood and carried out their duty to collaborate and worked in partnership, and services worked seamlessly for people. They always shared information and learning with partners and collaborated for improvement.

Staff worked in partnership with health and social care professionals to ensure people had the best outcomes for their health and wellbeing. People and relatives confirmed this.

The directors actively engage and work collaboratively with a range of external organisations to share good practice and facilitate events which offer advice and support to people and their relatives. For example, free digital health checks and up to date information from experts on topics such as Power of Attorney and Probate.

They are also members of the Warwickshire Health Care Association, which brings together a range of professionals, including patients by experience with the aim to find a more inclusive way of working together to serve the local communities.

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 demonstrated a clear commitment to continue driving forward improvements to the service to ensure people received a high quality, personalised service. Opportunities to share good practice and learning was evident through their engagement and joint working with a range of external organisations.

Staff felt supported by the management team and spoke positively about the values of the service. One staff member told us, ““For the registered manager it’s personal, it must be the right care for the client. The best it can be. I look at her and admire her. She is running this service for all the right reasons. We see that and we support that. It’s a very positive culture.”

The registered manager said, “Supervision is important. It’s 2-way thing. We can talk to staff and give feedback about their practice and any area where they may need more support, and staff can share how they are feeling. It focused time.”

Staff recorded incidents and accidents. These were reviewed by the management team and action taken to prevent reoccurrence. Any lessons learnt were discussed in team meetings.