Southbourne Beach Care Home

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 inspection we rated this key question good. At this inspection 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 service 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 registered manager and staff were committed to the providers values which were Caring, Supportive, Honest, Respectful and Accountable. Staff told us overwhelmingly they respected the registered manager and were confident and content in their leadership. Policies and procedures were consistent with the values and shared direction of the service.

The service 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. Leadership was multi-layered, oversight was embedded through a range of audits and checks. People, staff, professionals and visitors to the service had confidence in the registered manager. The registered manager was clear in their responsibilities to the service and had created a culture of teamwork and transparency.

The service fostered a positive culture where people felt they could speak up and their voice would be heard.Staff told us they knew how to raise concerns and speak up; they were aware of the various ways to do so. Staff were confident in the registered manager and provider to address any problems they had. Policies and procedures were in place to support staff in speaking up and raising concerns. This included policies in relation to safeguarding and whistleblowing. Posters displayed within the service informed staff of options to contact external organisations to raise concerns if needed.

The service valued diversity in their workforce. They work towards an inclusive and fair culture by improving equality and equity for people who work for them. Staff told us they felt accepted by their colleagues, and felt teamwork was of their strengths. Staff preferences and individual circumstances were considered and supported by the registered manager and provider. The service was supported by the provider’s regional support. Equality, diversity and inclusion underpinned all policies and procedures in the service.

The service had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. They act on the best information about risk, performance and outcomes, and share this securely with others when appropriate. Governance systems were operating effectively within the service. The registered manager had clear oversight of the service. The providers systems were robust in identifying concerns and good practice. All aspects of the operation of the service were scrutinised, to ensure safety and development. Information was shared as necessary and the service continually worked to identify, reflect and improve.

The service understood their duty to collaborate and work in partnership, so services work seamlessly for people. They share information and learning with partners and collaborate for improvement. People told us they were included in their community; this had meant they felt part of it. There was a continual and committed effort to engage with external services, organisations and charities. We received positive feedback from external stakeholders and professionals who worked with the staff. A health and social care professional told us the standard of partnership working with the service was, ‘Excellent.’

The service 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 contribute to safe, effective practice and research.The registered manager told us about the ways in which they were continually looking to improve the service and to continually develop. This included listening to feedback and being proactive in identifying shortfalls and improvements through their audits and lessons learned. The registered manager was accessible to people, their relatives and staff. We received complimentary feedback about the registered manager, some of the comments were: “I don't think there's a task I haven't seen them do, they are very much one of us, wellbeing is important to them”, “They take time to listen”, “The registered manager makes my job enjoyable and my confidence has grown”, “The registered manager’s communication and commitment is excellent.”