Seaview

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. 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 71 (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 vision and values of the service were clear and promoted people’s rights, choices and independence. This was outlined in their statement of purpose. The provider had a values-based recruitment process to ensure staff were employed who demonstrated their vision and values. The registered manager ensured staff delivered care in line with those values during regular spot checks, supervision and team meetings.

Staff attended regular team meetings where information was shared, and important issues were discussed, helping to maintain a consistent and shared approach to people’s care and support.

A structured induction process was in place, so new staff were well prepared and understood the culture and standards expected within the service. This included time for new staff to read everyone’s care plan. Ongoing training was provided through face to face sessions, specialist courses, and eLearning to ensure staff had the skills and knowledge to meet people’s needs.

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.

Family members expressed positive views about the registered manager, indicating satisfaction with the quality of care and services received. One relative said, “The registered manager has taken the home to the best it has ever been. The manager is very hands on and assists people to achieve their goals.”

Staff told us they felt well supported by the management team and described leaders as approachable and responsive. 

The registered manager spoke with compassion about people and told us how the service has gone above and beyond in providing unfunded support to people in hospital to ensure people feel cared for at their time in need.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

Staff understood the organisation’s whistleblowing policy. They expressed confidence in reporting any concerns should the need arise about the way care was provided within the service. This transparent environment motivated the team to express their concerns openly, knowing they would not face any negative consequences. 

The service had a feedback box in the entrance hall where visitors were encouraged to leave feedback about the service, additionally the provider carried out annual surveys to gain people’s feedback.

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 reported feeling valued, supported, and respected by the management team. Additionally, the organisation had a diverse staff team, representing a range of cultural backgrounds. 

The provider had systems of accountability and good governance, which they used these to manage and deliver good quality, sustainable care, treatment and support. However, the provider had not always identified the wider issues within the environment. Although the provider carried out audits on a range of critical areas, including medicines, personal protective equipment (PPE), environmental and care planning they were not always fully effective. We identified environmental hazards the provider had not identified through their audits. For example, out of date herbs in the stock foods. Uneven paving in the garden and audits did not include the condition and suitability of garden furnishings.

Relatives and staff members expressed positive views regarding the registered manager, however, during our assessment an organisational decision was made whereby the registered manager no longer worked at Seaview with immediate effect. The impact was people did not have time to process this information. Staff expressed feeling shocked and families expressed concern that this decision would impact on staff moral. The provider told us they had provisions in place to oversee the governance of Seaview in the absence of a registered manager.

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 saw evidence of the provider working in partnership with other professionals. The professionals we contacted for feedback about Seaview did not come back to us to provide their view.

A staff member said, “There has always been a respectful relationship between staff and professionals who come into the service such as GP’s nurses, social workers, podiatrist etc.”

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 at all levels were encouraged to think creatively, contribute ideas, and seek out opportunities for positive change. By promoting open dialogue and the sharing of best practices, the provider ensured learning was embedded into daily routines and strategic planning. This commitment to ongoing development meant that the organisation remained responsive to people’s changing needs and their quality of life.