Seabourne House 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. This is the first assessment for Seabourne House Care Home. This key question has been rated Good. This meant the service was consistently managed and well-led. There were effective governance and management systems. Leaders and the culture they created promoted high-quality, person-centred care. Staff spoke positively about the manager and felt valued and respected. The manager proactively supported staff to deliver care that is safe, person-centred and sustainable. There was an open culture and team working was evident. Information about risks, performance and outcomes was used effectively to improve 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, equality and human rights, and understanding challenges and the needs of people and their communities. Staff told us they felt part of the shared direction and culture and told us they liked working at the service. One staff member told us, “I love my job, I love the company. Happy to work for this company. The company is always nice, supports me if I need any further training. Good company to work for.” Another staff member said, “I started here part time. Loved the way leaders treat the residents and staff here. They support us with what we need, and the residents.” The provider took a proactive and flexible approach to supporting employees including with their cultural and spiritual needs. This meant staff felt very supported.

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. People and relatives were complimentary about the culture in the service. A relative told us, “We know the manager and all the staff. They are very approachable and happy to talk about anything.” Another relative said, “The service is very well run.” The manager was respected by staff who told us they felt involved and listened to and felt part of the shared direction and culture. Comments included, “The manager is very lovely, 10/10 very smiley. When [the manager] tells you something to do, [the manager] will say it softly and nicely. [The manager] is supportive”, “Our management are fabulous! Whenever you need them, they are here”, “[The manager] is lovely. We have a good rapport” and “[The manager] is lovely and supportive and [the deputy manager] as well. Our management is lovely, we get whatever we need, and they make sure we get all the support whatever we need.” The manager had the necessary knowledge, skills, experience to lead the team. The provider consistently supported the manager and the management team within the service. The manager told us, “I am very proud to be working for Seabourne House Care Home. This is not just a job for me, it is more. I receive support from [the provider’s] management team.”

The service fostered a positive culture where people felt they could speak up and their voice would be heard. Staff confirmed they knew how to whistle blow and to report concerns to external organisations if necessary. One staff member said, “If I saw anything I wasn’t happy with I would talk to [the manager] or [provider’s management team]. If they didn’t do anything I would speak with the Local Authority. I am confident [the manager] would take action; we can talk to her about anything. We are proud of the team effort to provide best care to our residents.” Relatives were comfortable raising concerns with managers and felt listened to. The provider had up-to-date policies in relation to safeguarding and whistleblowing.

The service strongly valued diversity in their workforce. They had an inclusive and fair culture which had improved equality and equity for people who worked for them. Staff told us they were treated fairly by their managers and protected from discrimination. One staff member told us, “When we need to pray, [the service] provides rooms for prayer. When fasting for a month for sundown [the service] provides a break in the evening and some girls wear hijab. [The service] respects our culture and everything. Truly I've never had this before. I didn't feel I could speak up before, but when we spoke with [the manager], she really supported me. I'll never forget that. [The manager] really supported us.” Another staff member said, “Race and religion are not a problem. We are all interlinked. We respect each other and other beliefs. It's a community, a hub.” The manager ensured reasonable adjustments were implemented where required. New staff completed a health questionnaire form in case any reasonable adjustments at work should be explored.

The service had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver sustainable care, treatment and support. The provider had clear systems in place to ensure effective communication between various departments within the service. This included daily meetings with staff from different floors.

The service acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate. Staff spoke positively about the manager and told us they felt able to come to them for support if needed. A staff member said, “They (leaders) really appreciate and support us. Our management supports every system with us even if we are stuck with personal care they jump to help. [The manager] is amazing. From the beginning [the manager] made us more connected to the care home, made us feel part of the home. The people are like our family.”

The manager and provider had made all notifications to CQC as required by law. A notification is the action that a provider is legally bound to take to tell us about any changes to their regulated services or incidents that have taken place in them. Governance systems were established and operating effectively. The service had an up-to-date business continuity plan.

The service understood their duty to collaborate and work in partnership, so services work seamlessly for people. They shared information and learning with partners and collaborate for improvement. Health and social care professionals were complimentary about the service and told us staff worked collaboratively with the aim to ensure people received the safest and most appropriate care. A health and social care professional told us, “They're prompt letting us know about people’s needs. They care a lot about their residents. There are always staff trying to do something with people in the lounge.” Processes were in place to ensure effective communication and partnership working between the service and health and social care professionals. This meant people’s care provision was joined up and services worked well together.

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 contributed to safe, effective practice and research. The service effectively used oversight systems and processes to monitor all aspects of quality and safety to continuously learn, improve and innovate to deliver a high-quality service. The provider had systems for sharing lessons with staff. The manager told us about the ways in which they were continually looking to improve the service with training, information sharing and other initiatives. The manager said, “Over the past year and a half, I have placed a strong emphasis on supporting staff development and helping team members advance in their careers.”