Sure Healthcare (Barnsley)

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 newly registered 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 79 (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. There was a positive atmosphere and culture in the service which focused on effective care and support for people.

Managers and staff told us they aimed to give people they supported the best quality person centred care they could.

Leaders were knowledgeable about their regulatory responsibilities and also about the priorities for the development of the service.

Staff were aware of their roles and responsibilities and felt involved in decisions about the service. One staff member said, “They [senior team] do take on board things I say. Very supportive and never make you feel silly.”

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.

Systems and processes were in place to provide support to staff which in turn promoted a positive and inclusive culture.

Feedback from staff was positive about the support they received. One staff told us, “I cannot praise [Staff name] and the company enough. Even though I have only been with the company a short time the difference in atmosphere and the way people are treated is immense.” Another told us, “The company is amazing and [Name] my manager is the best I’ve ever worked for. Nothing is too much trouble for [person] and [person] is so supportive.”

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

Systems were in place for people to speak up and for their voices to be heard. People and families were positive that they would be listened to us. One family member commented, “They are so much better than the company we used in the past, there is honestly no comparison. These people listen and if there is anything amiss, they sort it straight away.”

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 and adjustments made where possible to support people with their personal circumstances.

The provider had policies and procedures in place regarding equality, diversity and inclusion and staff had received training on equality and diversity.

We asked the provider to look at opportunities for staff to discuss equality and diversity and how best to further support inclusivity in the workplace.

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 structures in place to monitor and improve the quality of care they delivered. Systems such as audits and quality monitoring were used to check the quality and safety of the service and actions noted to be in place to address issues highlighted.

The registered manager was aware of their responsibilities to notify partners. For example, notifications to CQC and safeguarding alerts.

The provider had a business continuity plan which detailed how they would be prepared for emergencies.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people.

The senior team had a strong commitment to improving the service and were open to suggestions for improvement, recognising the importance of joint working with partner agencies.

Staff were also aware of the value of working in partnership, with professionals, people and with other staff. One staff commented, “The staff morale is high. They are always positive and work as a team.”

Records seen evidenced positive working relationships with other professionals. Advice was sought, and referrals were made in a timely manner which allowed continuity of care.

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.

The senior team worked with people, their families and staff to build a culture focused on improved outcomes for people.

Staff told us they were encouraged to contribute their ideas about the service and were supported to learn new skills as well as develop in their role. One staff told us, “On a career path already involving NVQ3 training.”

People and their families were positive on the support provided, “They are really good, they go over and above what they should do.”