Sihara Care

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

The rating has improved from requires improvement to good during this assessment. Governance systems were in place to help monitor aspects of the service. Management had an overview of the service. There were policies and procedures which reflected legislation. Systems were in place for monitoring and improving the quality of the service. Staff spoke positively about management of the service. Management sought feedback from people and relatives. They worked in partnership with others to assess, monitor and improve the quality of the service. Management were open and transparent throughout the assessment process and responded to any requests positively.

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.

Staff told us they had a positive experience working at the agency. They understood the values of the organisation and promoted these in their work.

Management had regular meetings with the staff to discuss their work, the expectations of the organisation and any concerns they had. Staff completed training and had used this to help ensure procedures were followed. There was regular communication between staff so that they could share their experiences and learn from one another.

Staff were positive about working at the service. They were complimentary about the manager and told us they felt well supported.

Regular meetings and effective communication between management and staff provided them with an opportunity to discuss people’s individual support needs and the running of the service. There was an open-door policy where the manager was available for people, relatives and staff. Management demonstrated a good knowledge of the service, people being cared for and staff.

Staff told us they knew how to speak up if they had concerns. They felt the manager and the organisation supported them and listened to them.

Management operated an open-door policy and welcomed feedback from staff. Staff were able to discuss issues at supervision and team meetings. Procedures were in place for responding to concerns.

Staff said their individual needs were met and supported. All staff we spoke with spoke positively about working at the agency. Staff were supported with flexible working conditions and had opportunities to celebrate their diversity.

Policies and procedures were in place for workforce equality, diversity and inclusion. These were implemented through recruitment practices, training, and support for staff.

The manager worked closely with the HR manager to help ensure policies and procedures were up to date and reflected best practice guidance. A management structure was in place and staff had designated roles and responsibilities. There were reporting arrangements in place. Staff spoke positively about the management of the service.

Systems were in place to assess and monitor governance. Audits and checks were carried out to monitor the running and efficiency of the service to help identify deficiencies and make improvements. Audits and checks were carried out by management. These included carrying our spot checks, supervisions, reviewing people’s care and responding to complaints and concerns. Whilst the majority of audits carried out were comprehensive, we found that these did not always identify issues. For example, audits did not identify issues we found in respect of risk assessments. We raised this with management who advised that they would review their audits in relation to risk assessments.

People and relatives we spoke with were confident the manager and staff would make referrals to other agencies if needed.

We did not receive any feedback from external partners as part of this assessment.

Systems were in place to help encourage good working relationships with health care professionals. These relationships helped to support people to receive joined up care.

Management were committed to the ongoing improvement and development of the service. Staff were given feedback to help improve their practice through supervision sessions and spot checks.

Processes in place helped the service to use information from audits, feedback and care plan reviews to make improvements.