Sevacare - Birmingham Central

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

Audits undertaken had not identified some of the issues we identified during the inspection. Improvements were required in relation to Mental Capacity Assessment and consent forms. Audits were completed on care and medicines records and prompt action taken where inconsistencies were identified. Systems and processes in place promoted a positive culture in the service. The management and care team ensured they supported people in a person-centred way to reflect people's equality and diverse needs. The service worked well with health and other professionals to ensure people's needs were met. Staff told us the service was a good place to work as they were supported and encouraged to raise any concerns as people’s needs changed. The registered manager checked key areas of the care provided and used their findings to drive through improvements in people’s safety and care.

This service scored 71 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

People and their relatives told us the service worked very closely with other agencies and health professionals in order to meet people's specific needs. The provider promoted an ethos of openness and transparency which had been adopted by all staff. There were regular meetings for staff and their views were encouraged. Staff told us they felt valued, and their views were respected. The management team spent time working with staff to identify areas that may need improvement. Staff told us they had completed training and they had access to continued learning so they had the skills to meet people's needs.

Assessments of people’s diverse needs were discussed prior to using the service. These included religion and sexuality. People's care plans contained information about their wishes and preferences and there was consideration of people's diverse needs. People's care plans contained information about their wishes and preferences and there was consideration of people's diverse needs. Care plans contained information about people’s communication needs. This meant staff could support people to express their needs and views where the person experienced difficulties. Documentation could be produced in accessible formats, such as pictorial and large print for people who required this. The registered manager ensured they always kept up to date with changing guidance. The management team ensured staff were adhering to current guidance and best practice by carrying out spot checks. They also ensured policies had been updated to reflect these changes. The provider was working in partnership with people’s relatives, health professionals, local authority departments and various groups and services within the community to ensure people were supported appropriately.

The registered manager understood the duty of candour and was open and honest about where the service needed to improve. The provider promoted an ethos of openness and transparency which had been adopted by all staff. There were regular meetings for staff and their views were encouraged. Staff told us they felt valued, and their views were respected. Staff told us they had completed training and they had access to continued learning so they had the skills to meet people's needs. One staff member told us, “It feels like an extended family. This is why I have stayed so long for the company. They are good to work for, I left and came back again, they are very good. We are in people’s homes everyday and we become close. I love my job.”

The management team spent time working with staff to identify areas that may need improvement. The registered manager ensured they always kept up to date with changing guidance. The management team ensured staff were adhering to current guidance and best practice by carrying out spot checks. They also ensured policies had been updated to reflect these changes. In accordance with their legal responsibilities, the provider had informed us about significant events which occurred at the service within required timescales.

Staff told us they would not hesitate to speak up if they had any concerns about the quality of care provided. Staff said they would be listened to and treated fairly if they raised concerns. A staff member said, “If I had any concerns I would raise these, I would be taken seriously, and I know my rights and how we are protected as staff members.” Managers ensured staff knew how to speak up and who they could take their concerns to. Staff were asked during supervision sessions if they had any concerns about the service. This gave them the opportunity to speak up on a one-to-one basis if they needed to.

There were systems in place to make relatives aware of how to make complaints and felt confident that these would be listened to and acted upon in an open way. People and relatives told us they felt able to raise any concerns and could approach the registered manager directly. We saw complaints had been received and responded to and resolved in a timely manner.

Staff were supported with their specific needs and the culture of the service promoted equality and equity for people. We observed a diverse workforce and staff told us the provider created an inclusive environment. One staff members told us, “I love it here, the culture and the atmosphere is like on big family”.

Assessments of people’s diverse needs were discussed prior to using the service. These included religion and sexuality. The provider worked closely with the Home Office sponsorship scheme to ensure policies were adhered to and promoted equality within the workforce.

People were supported by staff who were motivated to carry out their role. Staff received regular supervisions where they had the opportunity to discuss their role and performance. Staff were aware how to raise a concern and told us what they would do if the need arose. How the provider understands and acts on the duty of candour, which is their legal responsibility to be open and honest with people when something goes wrong. The registered manager understood the duty of candour and was open and honest about where the service needed to improve. The provider promoted an ethos of openness and transparency which had been adopted by all staff.

Audits undertaken had not identified some of the issues we identified during the inspection. Improvements were required in relation to Mental Capacity Assessment and consent forms. It was not always clear from records reviewed that the correct steps had been undertaken to establish why a capacity assessment was being completed and who had the authority to make specific decisions on people’s behalf. After the inspection, the management team sent amended MCA/Consent forms. Recruitment records we reviewed required improvements. For example, risk assessments completed for staff who had convictions did not always contain enough information to demonstrate all the required actions were carried out such as supervision, review and oversight. Audits were completed on care and medicines records and prompt action taken where inconsistencies were identified. In accordance with their legal responsibilities, the provider had informed us about significant events which occurred at the service within required timescales.

People and their relatives told us the service worked very closely with other agencies and health professionals in order to meet people's specific needs.

The provider was working in partnership with people’s relatives, health professionals, local authority departments and various groups and services within the community to ensure people were supported appropriately. Staff told us they had completed training and they had access to continued learning so they had the skills to meet people's needs.

The local authority health professionals had no concerns about the service. External professionals were positive about the staff and management. One professional said, “Referrals are made in a timely and appropriate way.” People’s care records demonstrated how staff worked with professionals.

The management team spent time working with staff to identify areas that may need improvement. The registered manager ensured they always kept up to date with changing guidance. The management team ensured staff were adhering to current guidance and best practice by carrying out spot checks. They also ensured policies had been updated to reflect these changes.

There were regular meetings for staff and their views were encouraged. Staff told us they felt valued, and their views were respected.

The management team spent time working with staff to identify areas that may need improvement. The registered manager ensured they always kept up to date with changing guidance. The management team ensured staff were adhering to current guidance and best practice by carrying out spot checks. They also ensured policies had been updated to reflect these changes.