SEQOL Quality Accounts 2014/15
Quality Accounts 2014/15
Quality Accounts 2014/15
SEQOL Quality Accounts 2014/15
SEQOL HQ
North Swindon District Centre,
Thamesdown Drive, Swindon SN25 4AN
Telephone 01793 463333 www.seqol.org
Media enquiries: VOX PR 01793 608708
SEQOL is the trading name of Care and
Support Partnership Community Interest Company
Company Registration Number: 7581024
Written and edited by: Sue Pycroft, VOX PR and Katie TaylorNeale, SEQOL. Designed by: Nick Belson, Origin Design
Consultants Ltd. Photographs by: Mark Cameron, MC Studios
Supporting you to make
the most of your life
SEQOL Quality Accounts 2014/15
SEQOL Quality Accounts 2014/15
Part One
Chief Executive’s statement
Page 03
Chief Executive’s statement
Page 04
Assurance of accuracy
I am delighted to share this our Quality Accounts report with you,
the people who use our services.
Part Two
Our purpose within SEQOL is to support people to make the most
of their lives and as a fully integrated provider of both health and
social care services, we take a whole person approach. This is why
our Quality Accounts report not only includes our performance and
priorities in the health arena – which is our legal obligation to do so –
but also looks at how we have performed in providing social care.
Page 05
SEQOL and quality
Page 06
How do we measure quality?
Page 08
Our priorities for the year ahead
Page 14
Safety and safety improvements
Contents
Page 16
How have we done?
Page 20
What we do...
Page 22
Just One Change and community spirit
Statutory Statements
Page 24
Statements we are required to include
Page 26
Feedback
Within this Quality Accounts we’ve reflected on what went well
during 2014/15 as well as areas for continued development and we
also share our priorities for the year ahead.
If you have any comments or ideas please let us know. You can
complete the Just One Change postcard at the end of this Quality
Accounts, or get in touch via email or phone (see page 2 for how
to do this).
Get in touch
By phone:
One of the ways we continue delivering
excellent services is by listening to ideas
and feedback. Call us on 01793 463333
02
Online:
To get in touch by email, go to:
www.seqol.org/help
If you think we could be doing
something differently, go to:
www.seqol.org/about-seqol/just-onechange
By post:
Write to: Heather Mitchell
SEQOL HQ
North Swindon District Centre
Thamesdown Drive
Swindon SN25 4AN
Chief Executive’s statement
Part Three
We are passionate about enabling people to live independent and
fulfilled lives, so within the past year we have continued to work
with partners to offer services closer to home, with more flexible
operating hours, and an extended range of services. We have worked
to provide access support, care or treatment within a community
setting to enable people to remain independent and manage their
care in their homes and signposting community resources available
to them.
Heather Mitchell, Chief Executive
https://www.facebook.com/SEQOL
Follow us on Twitter.com/seqol
03
http://www.linkedin.com/company/seqol
SEQOL Quality Accounts 2014/15
SEQOL Quality Accounts 2014/15
Assurance of accuracy
SEQOL – and Quality Account
• The Quality Account is a balanced picture of the company’s
performance during 2014/15
SEQOL is an employee-owned
social enterprise whose purpose
is to support people to make
the most of their lives.
• The information reported is reliable and accurate
• The data underpinning the measures of performance is robust
and reliable and conforms to data quality standards and
prescribed definitions
• The Quality Account has been prepared in accordance with
the Department of Health Guidance
Michelle Howard, Board Chair
Heather Mitchell, Chief Executive
Haydn Jones, Director Finance and Resources
Jan Trethewey, Customer Experience Director
04
As shareholders in the company,
SEQOL colleagues influence how
decisions are taken – and how
profits are best reinvested in
services to benefit you.
SEQOL colleagues are of a
particular calibre. Not only
do they have the right skills,
experience and qualifications
for their roles, but they are
committed to working smartly
and collaboratively to achieve
the best results – for people
who use our services, and
those who commission us
to deliver them.
Some local GP Practices are
also shareholders in SEQOL –
reflecting the way we work
closely together to keep people
as safe and well in their home
as far as we possibly can.
Our business is organised into
six business groups, led by
business partners, and we also
have several forums through
which shareholders influence
the direction and pace of
SEQOL’s work.
Through these various
frameworks, employee
shareholders have a real say in
This is our account to you, the
people we serve, on the quality
of services that we provided
between April 2014 and March
2015. It also tells you what we
consider our priorities for
2015/16, and why.
What is “quality”?
We believe we deliver good
quality when:
• our service is smart and
efficient – the right thing
done by the right person
in the right way
• what we do is as safe as
it should be
• people feel they’ve had a
positive experience – well
treated, supported, cared
for and valued
We monitor our quality
internally and externally
throughout the year.
Pushing ourselves
to achieve more
At SEQOL we work to four
core values:
How have we involved
people in this account?
We asked people what they
would like us to report back
to them through a variety of
ways throughout the year.
For example, we:
• have conversations with
the public at events like the
Mela, Autism Awareness Day
and service open days
• meet with GPs and
Practice Managers
• run an on-going initiative,
Just One Change, asking
what one thing you would like
to see us doing differently –
and then respond
• gain feedback from people
who have used our services
such as via coffee mornings
for people who were stroke
patients
SEQOL and quality
Assurance of accuracy
• There are proper internal controls over the collection and
reporting of the measures of performance included in the report,
and these controls are subject to review to confirm they are
working effectively in practice
SEQOL’s day-to-day operation,
and in its development.
• share ideas from colleagues
involved on the front line of
service delivery and those in
the back office
• meet regularly with partners
and stakeholders
• passionate about people
• valuing individuals and
communities
• working together as one
• inspiring ourselves and others
If you’d like to know more
about what we’ve been
doing in 2014/15, check out
our annual report on our
website. www.seqol.org
05
SEQOL Quality Accounts 2014/15
How do we measure the
quality of our services?
We have a formal procedure at
SEQOL for quality assurance.
This includes:
06
• monitoring outcomes, and
putting in additional support
or remedial action plans
where needed
• the work by our service
quality champions, who
oversee the collation of
evidence of compliance at
a local level, and report to
SEQOL’s Quality and Safety
Performance Unit and
Customer Quality Forum
• SEQOL Quality Walkabouts
– monitoring visits by senior
colleagues, peer-to-peer,
board members and
healthwatch Swindon
volunteers
• our risk management
system – which includes
each colleague’s personal
responsibility for managing,
identifying and reporting risks
or incidents. Such cases are
reported to the Customer
Quality Forum, and included
in reports to the Board –
which also helps us keep
a close watch on quality
• using national tools, including
the social care and health
outcomes frameworks
• taking part in national audits
on areas such as Parkinson
disease and strokes, and
local audits such as dementia
screening and record keeping
• The feedback gained from
these measures have
influenced the outcomes
which are detailed further
in this report
How do we choose which
services we provide?
Most of our income comes from
commissioners, such as the
Swindon Clinical Commissioning
Group (CCG) and Swindon
Borough Council, who ask us
to deliver services on their
behalf, and pay us to do so.
In some cases, they ask us
to provide an assessment
service for local residents,
but may deliver the support
recommended in the
assessments themselves,
or via other providers.
For example the launch of
the Children’s Clinic and the
innovative new DVT service.
Where there may be potential
need for a service we do work
with commissioners to pilot and
develop new services and have
pioneered new approaches.
Another source of income is
from private individuals who
choose to buy from SEQOL,
rather than use another provider.
Some people use Personal
Budgets to pay for services
that are not commissioned,
while others use their own
private funds.
The Gregson
family, who are
part of the
Shared Lives
scheme
Of course, in order to be
viable we can only provide
those services that we are
not contracted for by our
commissioners if private
individuals are willing and
able to pay for them.
How do we measure quality?
How do we measure quality?
• gathering evidence that
we comply with Essential
Standards of Quality and
Safety every month
SEQOL Quality Accounts 2014/15
Our priorities for
the year ahead
Each year we focus on specific
areas where we want to improve
even more over the coming
twelve months.
In 2015/16 our priorities are:
• Community services to
support Primary Care
• People with Dementia
• People with Learning
Disabilities
On the following pages you
can read why we have chosen
those, what we plan to do and
how we will monitor and
evidence progress.
The Ridings Day
Centre user Esme
with manager
Gloria Snoad
07
SEQOL Quality Accounts 2014/15
Our priorities for the
year ahead (2015/16)
Why have we chosen this?
We all recognise that hospitals
and Emergency Departments
countrywide are under pressure,
and we also know that most
people prefer to be treated at
home where possible. So by
continuing work with GPs and
other health professionals on
reducing unnecessary hospital
admissions, we are not only
delivering effective care for less
cost, but are supporting people
through community services.
What will we do?
We will continue to play our part
in extending care that is not
delivered in hospital.
We already offer GPs a range
of support services, including
community and specialist
nursing, direct GP referral,
intermediate care, the Urgent
Care Centre and Child Clinics.
We plan and support discharge
from an early stage, including
supporting carers and families.
08
We also work with volunteers
to support people to return
home and be as independent
as they can.
Swindon CCG have asked us
to work with them to further
develop and deliver the
innovative Swindon Urgent
Care Collaborative Emergencies
Surgery Scheme (SUCCESS)
that was successfully piloted
in 2014/15.
Other initiatives like our Rapid
Assessment Unit (RAU) will also
be developed and services such
as our balance and safety groups
and falls prevention service will
be continued.
Keeping people healthy is a
cornerstone of what we do, so
we will continue to work with
businesses to provide health
checks to their employees to
make sure they're on top form.
Our two wards at the Swindon
Intermediate Care Centre
(SwICC) provide ‘step-up’ and
‘step down’ care. This means
GPs can refer people directly,
to avoid unnecessary hospital
admissions and GWH patients
who no longer need medical
treatment can be supported
in getting fit enough to
return to their home,
rather than staying
in hospital longer
than they need.
The SEQOL Fix Me
Hub includes:
•
•
•
•
Urgent Care Centre
GP at the scene
Out Of Hours GP
Child Clinic
Our 2014/15 achievements
Our Children’s Clinic
Our
Parkinson’s
service had 865
opened longer hours and
saw 8,502 children – keeping
them out of A&E.
Our Chronic Obstructive
Pulmonary Disease
(COPD) nurses were given a
target of 776 contacts over the
year. In fact there were 1,828
COPD nursing contacts – of
which 1,133 were face-to-face
contacts – compared
to 581 in 2013/14
Telehealth enabling
“GPs can refer people
directly, to avoid
unnecessary hospital
admissions and GWH
patients who no longer
need medical treatment
can be supported in
getting fit enough to
return to their home,
rather than staying in
hospital longer than
they need.”
symptoms to be monitored
at home. The target was
154 and by 31 March 2015
there were 186 people
with Telehealth.
What will success look like?
A reduction in unplanned
hospital admissions, fewer
unnecessary visits to A&E, and
more people receiving care in
their home.
We continue to have specialist
nurses including for:
• Diabetes
• Parkinson’s
• IVT and DVT
• COPD
Fix Me Hub – our
Our target for community
nursing contacts with patients was
Our community intravenous
therapy service prevented 276
83,332. By 31 March 2015 we had achieved
98,697 – 18 per cent above target.
hospital attendances in
March 2015 alone.
Our priorities for the year ahead
Our priorities for the year ahead
Preventing unplanned hospital
admissions – supporting
GPs, the Great Western
Hospital and Swindon Borough
Council to help people stay
in their home and avoid hospital
admission.
SEQOL Quality Accounts 2014/15
GP/Nurse-led Urgent
Care Centre saw 20,011
attendances, including
7,182 redirected from A&E
09
SEQOL Quality Accounts 2014/15
Our priorities for the
year ahead (2015/16)
Supporting people affected
by dementia
With an ageing population
and increased prevalence of
dementia we expect more
people in Swindon to experience
dementia and need care and
support.
We recognise that dementia
doesn’t just affect the person
who is diagnosed – it often also
affects family members and
carers. So we will continue to
take a holistic approach and
provide training and services
that support both the person
and those in a caring role.
Our approach to dementia
care is simple. We passionately
believe that people who have
dementia have exactly the same
right to access health and social
care and support as the rest of
the population.
People who have dementia are
as likely to have other health
conditions as any of us, and
over the past year we introduced
a wide range of initiatives to
ensure that all the services
delivered by SEQOL are
“dementia-ready”.
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During this year we:
• appointed a dementia specialist
programme manager to
coordinate service developments and link with partners
• enabled all SEQOL colleagues
to attend our dementia
supporters course. 492
members of staff have
completed this training
• all colleagues who directly
provide services for people
with dementia progress to
our ‘Dementia – Tomorrow
is Another Day’ course and
the complex needs course
• held two listening events
to understand the needs
of dementia carers
• developed more dementia
champions at our intermediate
care centre, (SwICC)
• piloted Support4You, a
Saturday day session that runs
once a month, providing care
and support in a relaxed and
sociable environment, enabling
carers to have a break and
recharge their batteries
• supported the national
Dementia Friends campaign
• Community Nurses have
worked with university
students to create
information about
dementia and well-being
Our plans for 2015/16 are as
ambitious and aspirational.
“One in six people over 65 will develop dementia”.
It is estimated that approximately 2035 people
over 65 in Swindon have dementia – this equates
to about 7% of the total population over 65”.
Swindon Joint Stategic Needs
Assesment Summary 2014/15
• developed the SEQOL Café –
providing a supportive café
environment for people with
dementia and relatives or carers
to meet weekly, and have fun
and friendly support find out
information and access activities
We are being proactive to make
sure people with dementia have
full access to the services they
need and to remove potential
barriers when accessing
services. We also want to play
a substantial part in making
Swindon businesses, shops and
other service providers
dementia-aware.
So we will be:
• continuing the work to reshape
Telehealth and Shared Lives
so they will be accessed by
more people with dementia
• working with other agencies –
including Influence, the business
voice of Swindon – to roll out
dementia training and dementia
awareness across the town
• using the opportunity created
by the dementia programme
manager role to develop a
programme of further activity,
working in partnership with
other providers where possible
to offer joined up services
What will success look like?
• all colleagues receiving the
appropriate level of dementia
training
Whitbourne House took residents to Poole Harbour for a sea fishing trip. The
trip was chosen because a number of people used to fish as a hobby in their
younger years. Getting out and about and doing something that individuals
love can have a positive impact on the mental and physical well-being.
• evidence that businesses,
shops and other public facing
organisations are improving
their understanding of the
needs of people with dementia
Our priorities for the year ahead
Our priorities for the year ahead
Why have we chosen this?
SEQOL Quality Accounts 2014/15
• more people who have
dementia being screened
and assessed
• SEQOL meeting the number
of referrals for further
diagnostic advice that has
been agreed with
commissioners
• more positive feedback from
people with dementia, carers
and other partners
Jessie lives at Fessey House and was bought an iPad by her family so she
could keep in touch with them. With loved ones spread across the world,
Jessie can now see and chat to them with just the touch of a button.
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SEQOL Quality Accounts 2014/15
Our priorities for the
year ahead (2015/16)
Learning Disabilities
We believe that people with
learning disabilities have exactly
the same rights as everyone to
receive appropriate health care,
access training or work, and
enjoy a life that is rewarding
and independent as possible.
During this year we:
• in partnership with our Council
commissioners we reviewed
the level of one-to-one
personal support required by
OK4U customers – this project
has delivered savings to the
commissioners and continues
to do so, along with ensuring
that individuals are receiving
the appropriate level of
support to meet their needs
• added to the choice of
community focused activities
for people via OK4U –
including horse-riding and
hula hooping keep fit!
• sustained and developed
new relationships with local
businesses within our
supported employment
service, to enable people
with learning disabilities gain
training, work experience,
placements and employment.
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• we exceeded our target by
reviewing 73% of support plans
for learning disability clients
• continued to develop our
health services for people with
learning disabilities, including
self-management and
prevention support e.g.
nutrition and exercise support.
Supporting people to access
mainstream health services
via our Learning Disability
Specialist Nurses and
Community Nursing Service
working together, and our
Acute Liaison Nurse for
within the hospital.
• set up a joint project,
Understanding Autism with
the Probation Service to
support people with Autism
within the criminal justice
system. This service won the
national Autism Professional
Practice award 2015.
What will we do?
We will support the smooth
transfer of the learning disabillity
care management service into
Swindon Borough Council.
We plan to continue helping
adults who have a learning
disability to live the types of lives
that most adults enjoy. Things
that many of us may take for
granted – such as going out to
work, shopping, choosing what to
cook, preparing our own meal,
enjoying a film with friends.
We'll continue to offer support
which people can access via adult
social care or purchase directly.
We will continue to offer our
Shared Lives Scheme, where
support is provided within a
family type environment sharing
the home of the support
workers, and we will continue
to enable people to develop
their employability skills and
move into part-time or full-time
work through our supported
employment projects. The health
services we offer will continue
to ensure access for individuals
to specialist and mainstream
treatment and preventative
support. We will extend the
activities on offer through OK4U,
based on the response and
requests from customers
themselves, and we remain
committed to extending those
activities into the community.
2015/16 will see progress on
SEQOL’s Building Futures
service which is currently under
development. This service will be
a major improvement in the local
offering for adults with learning
disabilities providing a flexible,
developmental model, with a
combination of housing and
bespoke support to enable
people to build their skills for
independence.
“The process was simple, the
assessors weren’t there to
judge. They looked at my skills
and my strengths to really
establish what sort of person
I would be best suited to
support. For example, if the
person loves to sky dive and
you’re afraid of heights then
that might be a bit tricky!
“My first introduction to Roger
was when he came to my house
for tea (and plenty of biscuits!),
I introduced him to the cat,
Smudge, whose antics broke
the ice.
“I immediately knew this was
someone I could support and
was delighted to find that
Roger thought the same.
“Before moving in, Roger
came around a number of
times including an overnight
stay to ensure it would be a
good match.
“When Roger moved in, I
thought the black bags and
suitcases would never stop
coming! But by the end of the
day his room looked lovely
with all of his belongings in.
“He must have been so nervous
at first but how things change.
Now that Roger’s wicked sense
of humour has come out the
laughter never stops!
“I can honestly say that my
life has been changed for the
better due to Shared Lives.
I would say I wish I had done
it sooner but then I might not
have met Roger.
“I get so much out of being
Roger’s Support, the rewards
are endless.”
“I can honestly say that my life has been changed
for the better due to Shared Lives. I would say
I wish I had done it sooner but then I might not
have met Roger.”
Our priorities for the year ahead
Our priorities for the year ahead
Why have we chosen this?
SEQOL Quality Accounts 2014/15
Shared Lives –
Donna and Roger
“I have always been aware of
Shared Lives and I came to a
point in my life where I wanted
to go back to the role I loved
which was supporting people.
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SEQOL Quality Accounts 2014/15
The safety of all those who use
our services and that of our
employees is a key priority for
us. It is an aspect we continually
monitor and each year are
required to demonstrate the
improvements we’ve made and
how we’ve built on our success.
Harm free care
All organisations providing
healthcare are required to
monitor safety according to the
‘four harms’ – that is safety issues
that affect a high number of
patients while in hospital,
intermediate care, in care homes
or their own homes,
The four harms are:
• Pressure ulcers
• Venous Thromboembolism
(VTE)
• Falls
• Catheter associated urinary
tract infections
During this year we have…
• continued to fulfil our role in
the identification, reporting
and treatment of pressure
ulcers and have met and
greatly exceeded the target
of a 15% reduction in the
prevalence of old & new
pressure ulcers. Our
Community nurses have
introduced new bandages
and a new process of shared
observation via photos to
support appropriate diagnosis
and treatment plans.
• we have redesigned our
community based service for
DVT (Deep Vein Thrombosis)
and VTE diagnosis and
treatment. Launched during
2014/15, it enables a more
timely response and improved
outcomes for individuals.
For example, a same day scan
and diagnosis is now provided
and as a result Emergency
Department admission is
avoided and there is a
reduction in the use of
unnecessary medication.
• falls – we continue to use the
multi-factorial falls assessment
introduced last year and this
is supporting us to identify
individuals at risk and to make
sure appropriate support plans
are in place. The SEQOL falls
and balance group was relocated from GWH during
14
2014/15 and renamed as the
Woodlands Therapy Unit.
Now based at our Intermediate
Care Centre, this enables a
more community and home
environment focus with use
of the on-site gym.
• we continue to monitor
catheter associated tract
infections as standard
practice in SwICC and in
the community and have a
minimal number of cases.
Our Continence Specialist
Nurse has updated the
information leaflets available
and continues to provide
care, support and guidance.
Building on our safety
It is not just the ‘four harms’
which are important. In order
to maintain and develop our
approach to safety during
2014/15 we have:
• maintained an Infection
Prevention and Control annual
programme to ensure
compliance with the Health
and Social Care Act 2010 code
of practice and to prevent
healthcare acquired infections.
• rolled out a new IT system
to enable real-time recording
of visits, interventions and
treatments to enable people
to benefit from joined-up,
consistent care across our
services and with GPs
• extended our SEQOL Principle
Social Worker role to full-time,
enabling more capacity for
working across teams and with
partners including overseeing
the maintenance of high
standards of practice, care
planning standards and
safeguarding
• analysed data on safeguarding
alerts and trends and
implemented courses of action
where necessary in response
• continued to work with
individuals involved and other
professionals to analyse and
understand the experience of
our safeguarding response
• taken part in practice/clinical
audits and implemented
changes if and where
necessary
• continued to develop robust
business continuity planning
and be part of cross-agency
planning exercises
• ensured that serious incident
training continues to be
part of SEQOL colleagues’
training, and maintained a
comprehensive induction
and mandatory training
programme for all employees
• continued to have in
place a 24/7, 365 days
communications and crisis
management function to
support information for
local people in the event
of an incident
• delivered information
governance training to
all colleagues
Safety and safety improvements
Safety and safety improvements
Safety and safety
improvements
SEQOL Quality Accounts 2014/15
15
SEQOL Quality Accounts 2014/15
SEQOL Quality Accounts 2014/15
How have we done?
Here are some snap shot
statistics of what we’ve
achieved this year…
Length of stay
Leaving reablement
31% 61.4%
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• Length of stay for the
reablement service is 31%
below the national average
at 22 days. This is positive for
individuals as it means the
service SEQOL offers enables
them to recover more
quickly than the national
expectations
no ongoing support
• Numbers of people leaving
the SEQOL reablement
service with no on-going
package reached 61.4%
compared to the national
average of 50%. This means
in Swindon an additional
36 people didn’t need ongoing support and therefore
no additional care packages
from the Council
ICES equipment
Reviews
18% 98.8% 73%
above target
• In 2014/15, we undertook
98,697 Community Nursing
patient contacts, 18% above
our target of 83,332
delivered
• ICES delivered 98.8% of
equipment costing under
£1000 within seven days –
our target was 97%
support plans reviewed
• We exceeded our target
by reviewing 73% of support
plans for people with a
learning disability
How have we done?
How have we done?
lower than the
national average
Community Nursing
17
SEQOL Quality Accounts 2014/15
The Enterprise really Works
Barney Radford, EW employee
“I went to college until I was 20,
as I wanted to leave college as
an adult. I wasn’t sure what
I wanted to do as a job
afterwards.
“I am glad I have been
introduced to Enterprise Works
because I’m learning a lot.
“They’ve been teaching me how
to use the machines, the saws
and the staple guns. I think I’m
still learning things.
“The timber chargehand, Mark,
has shown me what to do and
he is always helpful.
“He says I have good attention
to detail, which is good
because everything we make
in the timber workshop is made
to a specific measurement.
“I’ve been shown how to package things up. I like
doing these things because what I do here at
Enterprise Works gets used in a shop and used
in people’s homes.”
“I’ve been shown how to
package things up. I like doing
these things because what I do
here at Enterprise Works gets
used in a shop and used in
people’s homes.
“I’m very happy to have a job
here and I’m enjoying what
I’m doing.”
What we haven’t done well
We have rolled out the Just
One Change Programme across
SEQOL services to understand
more about the experience of
our services from the customers
perspective.
How have we done?
How have we done?
“I met Jo in January and we
talked about what job I’d like to
do. She suggested that I should
look at doing timber work.
SEQOL Quality Accounts 2014/15
The feedback gained via this
process has all been analysed
and used to inform improvements,
however we have not consistently
provided an up-date to those
who gave the feedback in the
first place on what actions have
been taken.
18
In 2015/16 we will ensure that we
provide ‘you said’ so ‘we did’ type
up-dates across our services.
19
SEQOL Quality Accounts 2014/15
SEQOL Quality Accounts 2014/15
What we do
Intermediate Care
• Community nursing, occupational therapy, and social work
• Nursing, physiotherapy, occupational
therapy and social care
• Social work and care management – assessments,
reviews and support / life plans
• Speech and language therapy
• Rehabilitation
Business Solutions
• Virtual wards
• Finance
• Community matrons
• Health and safety
• My Life, My Way – independent living skills
• Practice and clinical audit
• Integrated discharge team and Discharge
Assessment and Referral Team (DART)
• Policy and procedures
• Discharge to assess
• Infection prevention and control
• Stroke therapy team
• Risk management
• Falls prevention
• Performance data and analysis, CQC compliance
• Swindon Intermediate Care Centre (SwICC)
• Commercial, contracts, sales and marketing
• Safeguarding of vulnerable adults
• Mental capacity assessments
• Autism diagnosis service
• Smoking cessation and health checks
• Communication and engagement
• Specialist nursing for tissue viability, diabetes,
Parkinson’s, continence, COPD/oxygen, stroke
• Education, training and development
• Residential accommodation specialising in dementia care
• Human resources
• Continence Service
• Volunteering scheme
• Sexual Assault Referral Centre (SARC)
• Emergency and business
resilience planning
• Hearing and vision assessment and support
• Specialist outpatients – dermatology, podiatry,
chronic fatigue and fibromyalgia
Urgent Care
• Podiatry and Footcare
• Single point of access (SPA)
• End-of-life care plan coordination
Promoting Independence
• Rapid response
• Supported Employment
• Urgent Care Centre
• Enterprise Works products and services
and SEQOL Catering
• GPs out of hours
• OK4U
• Children’s clinic
• Day activities and support for older people
• SUCCESS Centres
• Wheelchair and specialist seating service
• Telehealth monitoring
• Community equipment (ICES)
• Shared Lives and Swindon support team
What we do...
What we do...
• Reablement support
20
Health & Well-Being
• GP at the scene
(Note: April 2015 we expanded
to include a new Business Unit
of LIFT Psychology, not
represented within this
report as it is a retrospective
account of 2014/15)
21
SEQOL Quality Accounts 2014/15
Just One Change
By monitoring feedback from
each other and from the people
who use our services, we find out
what we’re doing well and where
we can make things better.
SEQOL employees…
In the SEQOL Employee Survey
79% of employees said they would
recommend SEQOL services to a
friend or family member. This is an
increase on the 76% in the
previous SEQOL survey.
72% of SEQOL employees stated
they would recommend SEQOL
as a good place to work. Again
this figure is high, and a slight
improvement on the 71% from
the previous year. This reflects
a continued sense of pride in the
services delivered and the values
and working approaches of the
company.
What you tell us…
Our experience shows that it is
often the little things that can
make the big differences and
so we use our Just One Change
programme to ask people what
was good about their service
and what one thing would
make it better.
“excellent community service,
well looked after”
22
Intravenous service feedback
(Aug ‘14)
“very perfect in everything and
very good, better to be in home
than in hospital”
Intravenous service feedback
(Aug ‘14)
“this service is excellent”
Health Check customer
(Sept ‘14)
“very helpful and useful feedback
and advice given”
Health Check customer
(Sept ‘14)
When improvement suggestions
are made, wherever possible
we see how and where we can
adapt our services to make
things better.
Over the year, our community
nursing team were told that
people sometimes weren’t sure
exactly when they would be
visited. We responded by
standardising the practice of
phoning before visits, providing
the extra reassurance that a
nurse would be visiting and
an approximate time to
expect them.
Another suggestion was
regarding the availability of
dressings. We responded by
subscribing to an online
prescription service, and now
manage our own deliveries
to ensure the right dressings
are more readily available.
Community spirit…
The lives of people we are
supporting are touched by the
generosity of volunteers like
Chris. It is thanks to our
volunteers who help others
make the most of their lives
that really make SEQOL a
community-based enterprise.
They display such generosity
through sharing their time, life
experience and donations and,
as Sandra knows, having help
with the little things can make a
big difference.
So to all our volunteers,
thank you!
Chris says: “Sandra has really
grown in confidence since we
first met. She has come on in
leaps and bounds in terms of
what she feels comfortable doing
and we have become really good
friends. We love a trip to the
shops or a wander around the
garden centre, we always find
time to stop for coffee and cake!"
Sandra says: "I was made aware
of SEQOL after suffering a
double stroke, I had to give up
work. SEQOL told me about
their volunteers who befriended
people, this sounded just what
I needed as having lost some of
my vision I was not getting out
much and my confidence was
very low. Since meeting Chris
we have become great friends,
we meet every couple of weeks,
and enjoy anything from a coffee
and cake, to shopping, trips to
garden centres, we even have a
couple of days out planned. Chris
has really helped my confidence
and has made me feel less
isolated."
Michelle Howard, Board Chair
of SEQOL and of SEQOL
Charity says:
“Our volunteers tell us that the
enjoyment they get from being
involved with us and people who
use our services is immense.
We consider ourselves very lucky
to have their support.”
Chris and Sandra enjoying
a day out shopping
“The support we receive from
members of the public grows
year on year. It’s so rewarding to
know that people value our work
and want to be a part of it.”
“It was great to receive so many
nominations for the 2014/15
SEQOL People Awards from
people using our services, their
relatives and carers as well as
from fellow professionals in
partner organisations. The
awards evening was a fantastic
reflection of the energy and
commitment colleagues bring
to their roles and in the high
standards they expect from each
other – congratulations to
everyone who was nominated!”
“Looking ahead at 2015, events
like the Swindon Half Marathon
reflect the strength of the
community that surrounds
SEQOL. We are proud to be
leading the involvement of
local people and business in
supporting this event through
SEQOL’s charitable arm. Having
such a key role in the Half
Marathon and other local events
reflects our community ethos.”
“Promoting health, wellbeing
and coming together within the
community are areas of our work
that we are really proud of.”
Just One Change and community spirit
Just One Change and community spirit
Tell us what you think
SEQOL Quality Accounts 2014/15
23
SEQOL Quality Accounts 2014/15
Statements we are
required to include*
Review of services
24
SEQOL has reviewed all the data
available to them on the quality
of care in 33 of these
NHS services
Participation in Audit
During 2014/15, two national
clinical audit and one national
confidential enquiries covered
NHS services that SEQOL
provide.
During that period SEQOL
participated in 100 % national
clinical audits and 100 % national
confidential enquires of the
national clinical audits and
national confidential enquires
which it was eligible to
participate in.
The national clinical audits and
national confidential enquiries
that SEQOL was eligible to
participate in during 2014/15
are as follows:
• National Clinical Audits:
Sentinel Stroke National Audit
Programme and the National
Audit of Intermediate Care
• Sepsis Study undertaken by
the National Confidential
Enquiry into Patient Outcome
and Death
The national clinical audits and
national confidential enquiries
that SEQOL participated in
during 2014/15 are as follows:
• National Clinical Audits:
Sentinel Stroke National Audit
Programme and the National
Audit of Intermediate Care
• Sepsis Study undertaken by
the National Confidential
Enquiry into Patient Outcome
and Death
The national clinical audits and
national confidential enquiries
that SEQOL participated in, and
for which data collection was
completed during 2014/15, are
listed below alongside the
number of cases submitted to
each audit or enquiry as a
percentage of the number of
registered cases required by the
terms of that audit or enquiry.
Sentinel Stroke National Audit
Programme: 100%
Mortality Review Survey
undertaken by National
Confidential Enquiry into Patient
Outcome and Death: 100%
The reports of one clinical audit
were reviewed by the provider
in 2014/15 and SEQOL intends
to take the following actions to
improve the quality of healthcare
provided:
Further improvements are being
made in our Parkinson’s Disease
service building on the audit
results and actions from the
previous year. These include:
• On an on-going basis there is
a monthly review clinic run
by therapy and nursing for
independently self managing
patients who only require an
annual review
• For people who are newly
diagnosed, we have dedicated
clinic slots for them to see a
Parkinson’s Disease Specialist
Nurse and physiotherapist are
firmly established and provided
on an ongoing basis
• The quarterly information
sessions for newly diagnosis
patients has evolved into a
Parkinson’s Disease
representative attending the
weekly multi-disciplinary
meetings
• We use outcome measures
100% of the time compared to
the national average of 85% —
providing a quality service
which can be easily compared
to other services
• 84% of patients received
physiotherapy compared to
the national average of 38.5%
As a result of participation in
the 2014/15 National Audit of
Intermediate Care, we have
reviewed the pathways
between SEQOL and the other
organisations we work with.
This has led to revising the
paperwork to minimise
bureaucracy whilst still
maintaining the Care Quality
Commissions standards.
CQC
Participation in
clinical research
The Care Quality Commission
has not taken performance
action against SEQOL during
2014/15.
The number of patients receiving
NHS services provided or subcontracted by SEQOL in 2014/15
that were recruited during that
period to participate in research
approved by a research ethics
committee was zero
Goals agreed with
commissioners
A proportion of SEQOL’s income
in 2014/15 was conditional on
achieving quality improvements
and innovation goals agreed
between Swindon Clinical
Commissioning Group and any
person or body they entered
into a contract, agreement or
arrangement with for the
provision of NHS services,
through Commissioning for
Quality and Innovation payment
framework.
Further information on the
agreed goals for 2014/15 and
for the following 12 month
period will be available on
www.seqol.org
SEQOL is required to register
with the Care Quality
Commission and its current
registration status is ‘registered’.
The continued implementation
of the new IT system for records
will enable real-time recording
and improved continuity
between our services and with
GPs helping to continue to
improve data quality.
Data
SEQOL has not participated
in any special reviews or
investigations by the CQC
during the reporting period.
SEQOL did not submit records
during 2014/15 to the Secondary
Uses service for inclusion in
the Hospital Episode Statistics
which are included in the latest
published data.
Data quality
Information governance
SEQOL will be taking the
following actions to improve
data quality:
SEQOL’s Information Governance
Assessment Report score overall
score for 2014/15 was 70% and
was graded green from the IGT
Grading Scheme.
Data is used to support
individual delivery and wider
developments of services, as
well as to inform process
improvements and to evidence
contract compliance. The Head
of information and performance
works with operational teams to
review the insight data provides
into how the services are
functioning. Performance and
data quality is reported into the
Operational Performance Board
and Business Unit meetings.
Clinical coding
SEQOL was not subjected
to Payment by Results clinical
coding audit during 2014/15
by the Audit Commission.
*These statements are included
to meet the Department of
Health guidelines for Quality
Accounts
Statements we are required to include
Statements we are required to include
During 2014/15 SEQOL provided
and / or subcontracted 33 NHS
services.
SEQOL Quality Accounts 2014/15
25
SEQOL Quality Accounts 2014/15
Feedback from Healthwatch
Swindon, NHS Swindon
Clinical Commissioning
Group (CCG) and Swindon
Borough Council
Healthwatch Swindon welcomes
the opportunity, again, to
comment on the SEQOL Quality
Account. We recognise the
breadth and extent of the health
(and social care) related services
provided by SEQOL and
appreciate that this Account
reflects only part of them – and
we believe it does so accurately.
SEQOL’s achievements against
its targets have been impressive,
albeit like every public
organisation its people are
under great pressure
We look forward to working
collaboratively with SEQOL
during 2015/16 and to challenge
where challenge is needed.
Our work reflects the issues
which local people bring to us.
Where evidence is clear we draw
it to providers’ attention.
Through day to day contact
with SEQOL colleagues, through
our independent complaints
advocacy for NHS complaints,
through our attendance and
participation at Safeguarding,
at Overview and Scrutiny
Committees and the Health and
Wellbeing Board we will be
working to ensure that quality
services continue to be available
to Swindon people.
Feedback
Feedback
Healthwatch Swindon
SEQOL Quality Accounts 2014/15
Swindon people are fortunate
to have a listening and learning
organisation providing services
that are integrated to the
extent they are; and one which
has, during 2014/5 taken
opportunities to innovate and
risen to some considerable
commissioning challenges.
SEQOL acknowledges that some
things have not been done well
and we are pleased to note the
intentions for 2015/16 which
we will monitor.
26
27
Business Reply Plus
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SEQOL
North Swindon District Centre
Thamesdown Drive
SWINDON
SN25 4AN
just
one
SEQOL is an employee-owned Community
Interest Company. That means everything we
do must be for the benefit of the people and
communities we serve — people like you.
That’s why we’re asking you to suggest Just One
Change that you think would improve our services.
Please fill in this form and post it to the
Freepost address on the other side, or go to
www.seqol.org/about-seqol/just-one-change
and give us your feedback there.
1) Which service are you commenting about?
2) What did you think was good about the service?
3) If you were to make Just One Change,
what would it be?
Would you like a personal reply?
If so, please include your name and telephone
number or email address below:
Name:
Phone/email contact details: