SureCare Swale Also known as Kent Care LTD

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.

The organisation had a vision and set of values which was followed by the staff team and shared with people using the service. People and their relatives spoke highly of the management team who they knew well and saw on a regular basis. Staff told us they enjoyed their role and were well supported by the registered manager and senior management team. Staff received regular support through staff meetings and supervision meetings where they had the opportunity to raise any concerns they had and also receive feedback from their line manager. Reasonable adjustments had been put into place to support staff when this was required.

People and their relative’s views were sought on a regular basis and acted on if required. Regular checks and audits were in place to ensure people received a high-quality service. If any shortfalls were identified these were quickly acted on and rectified. The registered manager had developed partnerships with organisations in the local community offering support to people when this was required.

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 registered manager told us the vision and values of the organisation included, supporting people to live the life they wanted and receive a person-centred service. To remember that each person is unique and are treated as an individual. Promoting and maintaining people’s independence as much as possible. Encouraging and supporting people to achieve their goals and outcomes. This was shared and understood by the staff team.

There was an open and inclusive culture where staff were treated as equals and were supported to develop and be their authentic self, whilst at work.

People, relatives and staff all spoke highly of the registered manager who they found approachable and supportive. The registered manager role modelled the culture and values of the organisation in their everyday role, where they worked as part of the care team when required. The registered manager had a clear understanding of their regulatory responsibilities, for example, that notifications needed to be submitted to CQC in a timely way in the event of a notifiable incident or safeguarding concern. The management team attended external events to ensure their knowledge and practice remained up to date.

There was a positive culture where staff were given regular opportunities to raise any concerns, ask questions and receive feedback. Any accidents or incidents were investigated, and discussions were held to identify any lessons learnt to prevent a reoccurrence. Staff had been trained and felt confident that action would be taken if they raised any concerns.

The provider valued diversity and inclusion within its workforce. There were flexible arrangements in place and reasonable adjustments were made to support staff in their role. The provider had signed up and become a disability confident employer. This was a government initiative encouraging employers to think differently about disability and take action to improve how they recruit, retain and develop disabled people.

Systems were in place to monitor the quality of the service people received. The management team completed checks and audits, including spot checks of staff working practice. Any identified shortfalls or actions were recorded within an action plan and promptly rectified. People’s feedback was sought, and changes were made as a result. A recent example was adding companionship calls and support escorts to hospital appointments when required. The registered manager ensured staff were aware of and clear on their role and responsibilities. This was discussed and communicated during staff meetings, staff supervisions and staff newsletters.

The registered manager had developed relationships with external providers and worked collaboratively with them to ensure people received the service they needed. For example, the registered manager worked with an external charity who supported people to complete any forms they were required to fill out but had difficulty in doing this.

The registered manager ensured a culture of continuous learning, innovation and improvement across the organisation. Staff were encouraged and supported to share their ideas for improvements through regular meetings as a team and on an individual basis. One member of staff said, “Anytime I have needed anything adjusted they have done that and been supportive.” All feedback was listened to and acted on. For example, ensuring staff had enough PPE and discussing how to record care notes.