Sea Bank 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 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 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 clear shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and an exceptional understanding of the challenges and the needs of people and their communities.

Staff told us they felt supported and involved in improving the service and they considered they worked well as a team. The registered manager supported staff to understand the aim of the service, which was to deliver good care which met people’s needs and promoted their rights. The registered manager spent time with people and staff, having information on best practice. Documentation was available for staff to act as guidance.

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 always did so with integrity, openness and honesty.

The provider employed a registered manager who worked with other stakeholders, people and relatives to shape the service and deliver care. Staff spoke positively about the registered manager. One staff member said, “If I need anything the [registered manager] is always available.” Staff said they felt supported, and they were able to discuss any concerns they had with them. One staff member said, “If I need any guidance or help [registered manager] always finds time to make everything is ok.”

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

Staff told us they were confident to speak up and believed appropriate action would be taken. Information on how to speak up was on display and accessible to people.

The provider valued diversity in their workforce. They had an inclusive and fair culture which had improved equality and equity for people who worked for them.

The registered manager had policies and procedures in place covering equality, diversity and inclusion. Staff also told us guidance and information was available in the employee’s documentation. Staff felt valued and the provider and registered manager took into account their equality, diversity and inclusion and treated people equally and fairly. For example, a staff member explained they required some flexibility to working arrangements and the registered manager was very supportive and helpful.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver high-quality, sustainable care, treatment and support. They always acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

The registered manager completed a daily walkaround of the premises, this was to see people were supported well and ensure the standard of care was good. This included, gaining feedback from people and visitors, the safety and cleanliness of the environment, people’s dining experience and staff wellbeing.

Fire, gas, electrical and water safety checks were carried out in line with guidance. Audits and checks carried out on the environment and equipment used to support people with their care were effective and issues identified were resolved quickly.

The provider understood and carried out their duty to collaborate and worked in partnership, and services worked seamlessly for people. They always shared information and learning with partners and collaborated for improvement.

The registered manager and staff worked closely with relatives, health and social care agencies and the local authorities. This supported continuous improvements at the service. One health visitor said, “The staff are very good and always provide us with the right information when we visit people here.”

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They actively contributed to safe, effective practice and research.

Regular meetings were held to share information and lessons learned. The provider shared information from learning at other services to promote continuous learning and improvement. When appropriate, this was discussed and changes made to improve the service provided.

A number of audits were completed regularly by the registered manager to ensure good practices were maintained and any shortfalls addressed. Audit processes were followed and results were analysed to identify what worked well and where there were shortfalls. A staff member said, “We have regular medication audits and it’s a good thing as any identified issues are sorted out and we can learn from them.” Records of meetings showed that successes were celebrated with staff.