The Glade Sexual Assault Referral Centre-Bransford

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• 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

We assessed 1 quality statement under the well-led key question. Governance systems were good and ensured patients received a safe, well managed and effective service. There was a focus on continuous improvement and staff were supported in their work.

Find out what we look at when we assess this area in our information about our new Single assessment framework.

The judgement for Shared direction and culture is based on the latest evidence we assessed for the Well-led key question.

The judgement for Capable, compassionate and inclusive leaders is based on the latest evidence we assessed for the Well-led key question.

The judgement for Freedom to speak up is based on the latest evidence we assessed for the Well-led key question.

The judgement for Workforce equality, diversity and inclusion is based on the latest evidence we assessed for the Well-led key question.

The provider had robust clinical governance arrangements including policies, local operating procedures and pathways. These documents were available electronically on the provider’s intranet system and were updated regularly by the provider’s national governance team. Managers locally and nationally held regular governance meetings to maintain appropriate oversight of quality and safety of patient care.

NHSE commissioners held regular contract monitoring meetings and had carried out a recent quality visit (the findings of which had not yet been published at the time of our inspection). NHSE and police commissioners spoke highly of the service and of the newly appointed SARC manager.

There were clear lines of responsibility and accountability for the service. A dedicated manager was responsible for daily running of the SARC, management of staff and rotas, and compliance with policies and procedures. An associate head of healthcare, operations manager and a regional contracts director supported them in this work.

Staff reported incidents and adverse events on the provider’s electronic system which was monitored by regional managers. Learning from incidents was shared locally at team meetings and was fed into the national governance team to drive improvements across all services.

There was a strong emphasis on continuous improvement. Inter-SARC comparison exercises had been introduced across all the provider’s sites. Staff were presented with a particular case scenario exercise, and their responses were assessed. Results and takeaway messages from these were shared across staff teams for learning.

A rolling yearly audit plan had been developed to assess key areas of performance such as staff training, health and safety, medicines management, and the quality of patient records. Monthly audits were carried out in line with this plan alongside patient record audits to monitor the quality of care being provided and identify any areas for learning. Regional managers were on site regularly to oversee the safe and effective running of the service, and daily checklists were in place for staff on site to ensure essential tasks were completed on time.

The provider had systems to keep staff up to date with current evidence-based practice. Guidance from the FFLM was reviewed every 6 months by senior clinical managers to ensure the SARC was compliant. Information was disseminated through regular staff bulletins, the provider’s staff intranet and through updated policies and procedures.

Staff received regular clinical and managerial supervision as well as an annual appraisal. Staff also took part in regular peer review and safeguarding supervision to ensure their practice met professional standards and identify any training needs. Local and regional managers monitored data to ensure compliance with training and supervision.

Since taking up post the SARC manager had placed an emphasis on staff well-being and small gestures such as thank you messages and positive statements were displayed in the SARC. The provider also conducted regular wellness surveys and had appointed well-being champions for each region.

Feedback to improve the service was actively sought from patients during follow up phone calls after attending the SARC. Feedback forms were also offered on site and QR codes were available on the provider’s website, posters and leaflets to scan and share feedback online.

The judgement for Partnerships and communities is based on the latest evidence we assessed for the Well-led key question.

The judgement for Learning, improvement and innovation is based on the latest evidence we assessed for the Well-led key question.