EMED Sussex

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 newly registered service.

This key question has been rated requires improvement: this meant the management and leadership was inconsistent. Leaders and the culture they created did not always support the delivery of high-quality, person-centred care.

We found a breach of regulations in relation to good governance.

The provider did not have effective systems of accountability to monitor risk, performance or outcomes. Governance arrangements were not embedded, and leaders did not consistently act on, review or escalate information about quality, safety or data assurance. The risk register was underdeveloped and did not include key risks we would expect, such as patient harm and contract performance risks linked to delays and cancellations.

Leaders did not always demonstrate sufficient capacity or experience to lead a contract transition of this scale. Operational pressures associated with taking on the contract affected leaders’ ability to embed systems, routines and inclusive ways of working.

The provider had not collected Workforce Race Equality Standard data or completed equality impact assessments for policies. This limited assurance that staff with protected characteristics were being treated equitably. In addition, leaders did not yet have sufficient oversight of workforce equality and inclusion.

Although quality meetings were held, minutes showed limited scrutiny of assurance data, weak monitoring of actions, and no clear evidence that risks were being reviewed or updated. Leaders also lacked clear oversight of subcontracted activity, as performance data was not separated, limiting their ability to identify issues or hold partners to account.

However, leaders had established a shared vision and values, and staff spoke positively about the culture, describing leaders as visible, approachable and supportive, including during the Transfer of Undertakings (Protection of Employment) Regulations (TUPE) process.

Leaders engaged with commissioners and partner organisations, had effective arrangements for collaboration at system level and showed a commitment to learning and innovation.