Sun Health Care Domiciliary Care Services

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 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 provider had a good oversight to monitor the quality and safety of the service. There were processes in place, so lessons were learnt and action taken to improve the service when needed. Staff had created a culture where people were at the heart of the service and involved in every aspect of their life and this was embedded into the ethos of the service. The provider was passionate about improving people’s quality of life and it was clear staff shared this vision and were proud to work for the service. They told us, “I love working here, the managers set a culture that values reflection and learning” and “The service always run smoothly as we are person led and continually changing, but when things don't work out, we learn from this and do better the next time.”

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. Good oversight by the provider meant they were alert to any poor practice that may affect the quality of people’s care and have a detrimental impact on staff. Our findings showed senior staff had the knowledge and/or experience to ensure people always experienced person-centred care. The service had a positive culture that was person-centred, open, inclusive and empowering. Staff felt supported by the provider who was visible in the service. Staff said they felt respected and valued by senior staff which supported a positive and improvement-driven culture.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff told us they felt at ease to speak with the management team and felt listened to. Comments from staff included, “It’s a really good company to work for, and I feel valued and listened to. People are happy to pick up shifts because staff are well trained and know people and there's always on call there for you” and “If we have any concerns about anything we can report it and we feel confident it will be sorted.”

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 felt respected, supported, and valued. They said the service promoted equality and diversity in daily work and provided opportunities for development and career progression. They could raise any concerns without fear. The provider took steps to ensure equality of opportunity and experience for the workforce within their place of work, and throughout their employment. Including ongoing review of policies and procedures to tackle discrimination and bias to achieve a fair culture for all.

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. There was a clear management and staffing structure, and staff were aware of their roles and responsibilities, were motivated, and had confidence in the management team. There was significant emphasis on continuously improving the service. The staff team assessed the quality and safety of the service through real time audits via an electronic record system. This provided effective oversight of what was happening in the service. This meant concerns were responded to in a timely way and allowed reviews of care to be completed instantly. Audits included all aspects of care including health and safety checks, safe management of medicines and people's care records. The management team and staff considered information about the service's performance and how it could be used to make improvements. Records showed there were discussions around how to improve people's care following audits and surveys as well as comments from meetings. The provider was open and transparent and worked in partnership with other agencies.

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. We received positive feedback from partners and stakeholders. They told us the service worked collaboratively with them and they had no concerns for people’s welfare. Sun Healthcare was transparent and collaborative with all relevant external stakeholders and agencies. It worked in partnership with key organisations and healthcare professionals to support care provision, service development and joined-up care. Records showed the provider also worked closely in partnership with the safeguarding team and multidisciplinary teams to support safe care provision. 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 and research. Staff told us the provider encouraged them to be innovative and empowered them to access additional training and professional development. The management team were proactive in using information from audits, complaints, incidents and safeguarding alerts to improve the service. The managers worked with staff to understand how things went wrong and involved them in finding solutions.