Supreme Care Services Limited

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 requires improvement. At this assessment the rating has remained requires improvement. This meant the service management and leadership was inconsistent. Leaders and the culture they created did not always support the delivery of high-quality, person-centred care.
The service was in breach of legal regulation in relation to governance at the service.
 

This service scored 62 (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 reported a culture of collaboration, where they felt listened to and open communication had been encouraged. The culture of the service is also person-centred. It is open, inclusive and empowering. A member of staff told us, “It is fair and open, and I am able to have my say.”

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. Staff reported that they felt supported when issues affecting their health and wellbeing arose, as leaders responded promptly. This meant that concerns were addressed quickly and staff received timely guidance or reassurance.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The provider had policies in place that were in line with best‑practice guidance on freedom to speak up, whistleblowing, and complaints. Staff reported that they understood the term ‘freedom to speak up’ and described a positive culture in which they felt able 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 worked for them. Staff had received equality and diversity training to help them understand protected characteristics, bullying and harassment. The provider had policies in place and in-line with current best practice guidance around workforce equality and diversity.

The provider did not have clear responsibilities, roles, systems of accountability and good governance. They did not act on the best information about risk, performance and outcomes, or share this securely with others when appropriate.
There was no effective system of record keeping in place. Care plans and risk assessments were not consistently updated to reflect changes in people’s health and medicine needs, which may impact the quality and continuity of care. The systems to ensure people always received their medicines safely were not effective, as we identified shortfalls with the way the provider was managing people’s medicines, which placed people at risk of unsafe care.
However, the provider had a business continuity plan in place to help ensure the service could continue running during and after any significant disruptions such as emergency or natural disasters and adverse weather events.
 

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 registered manager told us they engaged with the local authority, relevant agencies, health care professionals and the care forum to help drive service development and better outcomes for people.

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 service actively sought the views of staff, people using the service, and their relatives and carers when developing and evaluating improvement. Staff viewed learning from complaints and safety events as an opportunity to improve the service and applied this learning to make meaningful improvements.