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 inspection we rated this key question requires improvement. At this inspection the rating has changed to good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care. The service had made improvements. Staff and leaders ensured records regarding people’s care and the management of the service were accurate and up to date. The staff and management worked well with external professionals. Staff felt confident to speak up and were positive about the support they received from the whole management team. There was an open and inclusive workforce, which promoted people and staffs’ equity of experience and celebrated diversity. The provider had an effective process for evidencing lessons learnt. There were effective quality assurance processes and systems were in place to monitor and audit the quality of the service.

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 management team explained that they had a clearly stated direction and culture, which was shared among all staff throughout the organisation. They told us the organisation’s vision and values were developed and reviewed in collaboration with people who used the service, staff and external partners. The management team said the culture within the service was positive, inclusive and compassionate, which helped build trust and understanding between the service and people using it. The management team demonstrated a well-developed understanding of equality, diversity, and human rights, and they prioritised safe, high-quality and compassionate care. Equality and diversity were actively promoted and the causes of any workforce inequality were quickly identified, and action taken to address the issues.

The service had effective systems and processes in place to promote a shared direction and culture. This enabled staff at all levels to understand the organisation’s vision and values and recognise how their roles helped achieve these. There was active engagement with people and staff. Staff meetings also took place frequently, which helped ensure staff and the management team shared ideas and suggestions for improvements.

All the staff we spoke with gave positive feedback about the management team and the culture of the service. Staff said they could talk to the office staff and the management team at any point and felt involved and included in the day to day running of the service and any changes that occurred. Staff said they had regular team meetings, as well as 1-1 support and supervisions, which provided opportunities for discussing any issues with the service and how to make improvements.

We saw the service manager was supported by a registered manager and a wider senior management team. The management team worked well together and decisions made were only after consultation with the rest of the staff team. The management team knew their roles, responsibilities and expectations. Regular meetings were held to ensure areas for improvement were assigned to relevant staff members and actioned.

The management team said that everyone worked within a culture of openness, honesty, and transparency. Staff were empowered to drive improvement and encouraged to raise concerns when needed. Staff said they were confident the management team would take appropriate actions to address any concerns and keep people safe whenever necessary.

The service had effective systems and processes in place to help ensure people knew how and felt confident to speak up, raise concerns and whistle-blow, without fear of retribution. We saw the service had a whistleblowing policy, which was regularly reviewed and discussed with staff.

The management team provided effective and proactive ways to engage with and involve staff, with a focus on hearing their voices and listening. Staff told us they felt supported to develop their skills and knowledge and were offered training to help with career development. One member of staff told us the best things about working for the organisation were, “Ensuring that I meet my work hours, I get my pay on time, relevant training and refreshers.” Another staff member said, “Yes, it is a good organisation. I feel supported and I’ve done the Care Certificate.”

The management team listened to feedback from staff through various channels such as quality surveys and team meetings. This ensured the management team and provider promoted an inclusive and fair culture throughout the service.

Throughout this assessment, the registered manager and the wider management team demonstrated that they had the skills and knowledge to provide a well-led service. They had a clear understanding of their responsibilities and were familiar with guidance for providers on meeting the regulations. All the staff we spoke with told us they felt the service was well managed and said the management team were very approachable and supportive. We received lots of positive comments and feedback from staff such as, “It is a good place to work.” I would recommend it as a good place to work.” “I have support from the office. It is a good organisation and there is good out of hours support.” “Spot checks take place; also telephone monitoring and I pop into the office.” “I get on with everyone. No issues. The office is supportive to me. I do my work, and only phone the office if I have any issues.” “There is always someone to help on the phone” and, “There is always someone there to answer any questions.”

We saw the service had clear and effective governance, management and accountability arrangements in place. We were assured that staff understood their roles and responsibilities and the management team could account for the actions, behaviours and performance of staff. We saw there were effective quality assurance processes in place. These included feedback from people and were used to help continue driving improvement within the service. The management team were aware of their responsibilities regarding duty of candour. They were open and honest with people using the service and their relatives when things went wrong with their care and support and provided them with an apology. We saw there was a clear management reporting structure and the management team made themselves available for support to the people using the service, relatives, and staff, whenever needed.

Most of the people and their relatives that we spoke with were very complimentary about the service and the care and support provided. They told us that staff helped enable people to be at the centre of their own care and as independent as possible. One person’s relative told us, “Supreme Care Services Limited are indeed providing a grand service. They are thoughtful, helpful, punctual and vital to our household currently. Yes, they work very hard and I am impressed. They have endeared themselves greatly to my [relative] and the household in general. Great service!” People also confirmed that the service worked well with other professionals when needed.

External partners spoke positively about the working relationship they had with the service. One person commented that they felt the service had worked hard to address any shortfalls and make improvements where needed.

the service supported people to access and be involved in the community involvement as much as possible and in accordance with people’s individual choices. People’s care and support plans demonstrated that people were referred to appropriate healthcare professionals when needed. Information and guidance from external healthcare professionals was shared with care staff to help ensure consistency in providing care and support.

The management team and staff told us how they contributed to making improvements to the service. Staff said they were encouraged to put forward improvement ideas and, those we spoke with, said they trusted the management team to listen and act. Staff told us that if things went wrong, the issues were discussed with staff during team meetings and individual support and supervisions. One member of staff told us, “We have a platform where things are communicated to the staff team.” Another person said, “I would report to my manager. They will call a meeting concerning the issue, so that all the staff team can learn from it.”

The service had effective systems and processes in place to help ensure that lessons were learnt when things went wrong. We noted that any issues were raised and discussed in team meetings, as well as during staff’s supervision sessions. We found that lessons had been learned from mistakes and shortfalls in the past and appropriate action had been taken to ensure improvements were made and maintained.