Archived: OSJCT Seymour House

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 values statement and policies and procedures, setting out expectations on how staff should work. The manager told us the provider had used transformational leads, to help lead work to modernise systems and ways of working. Information was communicated to staff through their intranet and in regular staff meetings.

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. The service had a manager in post who had applied for registration with the Care Quality Commission. People and relatives were positive about the manager’s approach and knowledge. Action was being taken by the manager and provider to address concerns raised by some staff about the manager’s approach.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff told us there were effective systems for them to raise any concerns and they felt confident action would be taken if they used them. Staff said the area operations manager was in the service regularly and had been supportive to staff raising concerns. Records demonstrated staff were encouraged to raise any concerns during team meetings and individual meetings with their supervisor, which were followed up.

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. Managers identified if staff needed any additional support or flexibility in their role and accommodated this where possible.

The provider had clear responsibilities, roles, systems of accountability and good governance. Managers 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 range of monitoring and auditing systems used by the provider, including feedback from people and their relatives, feedback from staff and observations of staff practice. This information was used to create a service improvement plan, which had clear actions and a timescale for completion. The plan was regularly reviewed by the manager and area operations manager to ensure actions had been completed. However, the systems in place had not identified shortfalls in people’s risk management plans. The provider took immediate action to address the shortfalls and plan future reviews to assure themselves plans were up to date.

The provider understood their duty to collaborate and work in partnership with other services, so services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement. People and relatives gave examples of the service working in partnership with other agencies, including health and social care services. Professional partners gave positive feedback about their experience of working with the service to meet people’s needs. A social worker commented, “[The manager] has been proactive in trying to resolve the issue, [and has been] professional throughout.”

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. Systems for monitoring standards of care were used to identify areas of improvement and lessons learned. This included regular audits and quality assurance checks. The provider had systems in place to share learning from incidents in other services.