Seacroft Green Care Centre

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.

This is the first assessment for this service. This key question has been rated 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 provider and registered manager had worked closely with staff to develop confidence, strengthen team working and promote a clear shared vision and culture across the service. Staff understood the provider's values and described ongoing efforts to embed these within day-to-day practice.

Staff, people and professionals consistently spoke positively about improvements in the culture, communication and morale within the service. One staff member told us, "I think they're good. Since moving companies there has been a lot of transition, but we are getting there. As for the support and putting residents first, I can't fault it."

Improved relationships between staff and management had contributed to a more positive working environment, which benefitted people living at the service. Staff described feeling supported and focused on delivering person-centred care, with people remaining at the heart of decision-making and service delivery.

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.

Staff spoke positively about the leadership and management of the service and described feeling well supported in their roles. Comments included, “I think the management is doing their best to support everyone in the care home,” and “We have got a pretty good management this time, [they] have the open door policy.”

Staff told us the registered manager responded promptly to concerns and took immediate action where issues were identified. They described the registered manager as knowledgeable, competent and approachable, and felt confident seeking advice and support when needed.

The registered manager told us they received ongoing support from senior leaders within the organisation, which enabled them to carry out their role effectively.

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

The registered manager had worked hard to promote an open and inclusive culture where people, relatives and staff felt able to speak up and share their views. Opportunities for feedback were provided through resident, relative and staff meetings, as well as surveys, which helped ensure people's experiences and opinions were listened to and acted upon.

Staff told us they felt increasingly confident raising ideas, suggestions and concerns with the management team and provider. Team meetings and supervision sessions were used to encourage discussion, share learning and reflect on feedback, concerns and incidents. One staff member said, "Yes, we recently had quite a few meetings with what we would like to see different. We are starting with the management every other week is going to be in one of the lounges, and we can go there for a cup of tea and a chat."

This demonstrated the provider's commitment to creating accessible opportunities for staff to share their views and contribute to continuous improvement. Staff felt listened to and told us management were approachable and responsive when issues were raised.

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.

The registered manager told us staff were encouraged to contribute to the development of the service through regular team meetings, supervision sessions and ongoing engagement with management. Staff consistently described feeling valued, respected and supported in their roles, and no concerns relating to equality, diversity or inclusion were raised during the assessment.

Staff told us they were treated fairly and with respect. One staff member said management, “treats everyone fairly.” Staff also received training in equality, diversity and inclusion, which helped them understand and uphold inclusive practices within the workplace and when providing care and support to people. This promoted a culture where people and staff were respected as individuals and protected from discrimination.

The provider did not always have clear responsibilities, roles, systems of accountability or good governance. They did not always act on the best information about risk, performance and outcomes, or share this securely with others when appropriate.

A programme of audits and quality assurance processes was in place to monitor the quality, safety and effectiveness of the service. The registered manager and management team had oversight of the home and held regular meetings to review performance and discuss areas for improvement. However, the governance systems were not always effective in identifying and addressing issues. During our assessment, we identified concerns that had not been recognised through the provider's audit processes, indicating that quality assurance systems were not consistently robust in monitoring the service. We provided feedback to the provider during the assessment, and action was taken to address the concerns identified.

The management team demonstrated a willingness to engage with the assessment process and responded positively when concerns were raised. They were open and transparent in discussions and took steps to address issues identified during the inspection. However, the failure of existing governance systems to consistently identify and act on areas requiring improvement meant people could not always be assured that risks to the quality and safety of the service would be identified promptly. Further improvements were needed to strengthen oversight and ensure governance systems operated effectively to drive sustained improvement.

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.

The registered manager described positive and effective working relationships with a range of external healthcare professionals, including GPs, physiotherapists and nutritionists, to help ensure people's health and wellbeing needs were appropriately assessed and met. Records demonstrated that staff sought professional advice when required and worked collaboratively with healthcare services to support positive outcomes for people.

Feedback from external professionals was positive. One professional told us, “We have a good, strengthened connection in place.” This reflected the service's commitment to partnership working and maintaining effective communication with other agencies involved in people's care and support.

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 and leaders demonstrated a commitment to learning and continuous improvement, embedding best practice into the delivery of care and support. The registered manager actively encouraged staff to contribute ideas for service development and improvement and had created opportunities for staff to share feedback and suggestions.

Staff told us the registered manager was approachable and invested time in listening to and engaging with the workforce. This encouraged an open culture where staff felt comfortable speaking up about concerns, sharing learning and proposing new ways of working. Feedback and learning from incidents, audits, meetings and staff discussions were used to drive improvements and support the ongoing development of the service.