SEQOL Quality Accounts 2013/14
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 Taylor-Neale, 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 2013/14
SEQOL Quality Accounts 2013/14
Contents
Chief Executive’s statement
Page 03
Page 04
Part One
Chief Executive’s statement
Assurance of accuracy
Page 05
Page 06
Page 07
Part Two
SEQOL and quality
How do we measure quality?
Our priorities for the year ahead
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Part Three
This is what we do
About SEQOL
Safety first!
Inspection outcomes
Audits and information
Giving you effective services
Right care, at the right time, in the right place
How was it for you?
Statistics
A few snapshots
Case histories — Ruby, Sharon and Jennie
10
11
12
16
17
18
21
22
24
25
26
Page 30
Page 31
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
Online:
To get in touch by email, go to
www.seqol.org/help
Chief executive’s statement
I am delighted to share this Quality Account with you, the residents of Swindon.
It is slightly unusual for a Quality Account, in that it not only reports on our
performance and priorities in the health arena — which is our legal obligation
to do — but also looks at how we have performed in providing social care to
adults in the borough.
Statutory Statements
Statements we are required to include
Feedback
If you think we could be doing
something differently, go to:
www.seqol.org/about-seqol/just-one-change
By post:
Write to: Heather Mitchell
SEQOL HQ
North Swindon District Centre
Thamesdown Drive
Swindon SN25 4AN
The reason for that is simple. SEQOL exists to support people to make the most
of their lives — and people’s lives aren’t split neatly into compartments labelled
“health” or “social care”. So we’ve taken the same approach to this Quality
Account as we take to serving our community — a whole person approach.
We’ve reflected on what went well, as well as what went less well, and used
the learning from both to guide our priorities for the coming year.
Within SEQOL we genuinely believe that listening to our patients and service
users — as well as partners and stakeholders — is absolutely essential. It’s the
only way we can be sure of delivering the level and quality of service that
enables people to live the lives they want.
But simply listening isn’t enough. We strive to have open and honest
conversations, so that we can adjust or refine how we deliver services in a way
that is most effective and appropriate. That task is never complete, and never
will be, and rightly so.
This account explains some of the many ways we engage with Swindon. If you
have any comments or ideas I would like you to let me know. You can complete
the Just One Change postcard at the end of this Quality Account, or get in
touch via email or phone (see page 2 for how to do this).
Heather Mitchell
Chief Executive
https://www.facebook.com/SEQOL
Follow us on Twitter.com/seqol
http://www.linkedin.com/company/seqol
SEQOL Quality Accounts 2013/14
SEQOL Quality Accounts 2013/14
Assurance of accuracy
SEQOL and quality
Assurance of accuracy
SEQOL and this Quality Account
What do we mean by “quality”?
• The Quality Account is a balanced picture of the company’s
performance during 2013/14
SEQOL is a social enterprise — in
other words, a business with a social
purpose. Our social purpose is to
support people to help them make the
most of their lives. Our Employees and
local GP practices are shareholders
(see Page 11 for details), and we work
to four core values:
In everyday life the term “quality”
can be very subjective — one person’s
idea of good quality may not be
another’s. At SEQOL we measure
quality by looking at two things: the
process (so doing things in a way that
is safe, efficient and helps individuals
get their desired outcomes) and the
patient or service-user perception
(that is, how anyone we serve feels
about the service we provide for
them).
• The information reported is reliable and accurate
• 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 that they are working effectively in practice
• The data underpinning the measures of performance is robust and reliable
and conforms to specified data quality standards and prescribed definitions
• The quality account has been prepared in accordance with the Department
of Health guidance
• Passionate about people
• Valuing individuals and communities
• Working together as one
• Inspiring ourselves and others
Michelle Howard, Board Chair
Heather Mitchell, Chief Executive
Haydn Jones, Director Finance & Resources
Jan Trethewey, Customer Experience Director
Our areas of work embrace adult social
care and community health services,
and the number of services we offer
is growing (you can find a list on
Page 10). But in short we promote
healthy living, prevent unnecessary
hospital admissions, help people to
live independently at home wherever
possible, and give adults with
disabilities or long term health
conditions the tools and support to live
the best lives they can — their way.
This Quality Account is our report to
you, members of the Swindon public,
on the quality of the services we’ve
provided during the period 1 April 2013
to 31 March 2014. As well as looking
back, it also looks forward at how we
can work even better and smarter to
improve the quality of services in the
future.
SEQOL has set up an internal forum to
ensure that the services and products
we provide meet both those elements.
This forum is chaired by our Chief
Executive and meets every month, to
resolve any issues which could impact
on SEQOL’s ability to satisfy or exceed
expectations and deliver outcomes.
If you’d like to know more about what
we’ve been doing in 2013/14, check
out our annual report on our website.
www.seqol.org
How we have involved people
in this account?
We ask 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 members
of the public at events like the Big
Health Day and the Mela
• meet with GPs and practice
managers
• listen to feedback from regional
and national conferences
• run an ongoing initiative called Just
One Change, asking individuals what
one thing they would like to see us
doing differently — and then respond
• talk with colleagues involved on
the front line and those in the
back office
• keep in touch with communication
professionals in partner organisations
• sit on the Board of Influence, the
business voice of Swindon, so we
can understand the needs of the
town’s workforce
• consult with partners and
stakeholders such as Healthwatch,
the Swindon Clinical Commissioning
Group (CCG) and Swindon Borough
Council
SEQOL Quality Accounts 2013/14
SEQOL Quality Accounts 2013/14
How do we measure quality?
Our priorities for the year ahead
• ask colleagues in the
voluntary sector
How do we measure the quality
of our services?
• seek feedback from our
own volunteers
We measure quality in terms of:
We also reviewed data we collected
from a variety of sources, including
audit reports, incident reporting and
waiting times to identify themes,
which helped us decide what our
priorities should be in 2014/15.
• Safety — ensuring the safety of
everyone who comes into contact
with SEQOL services
• Effectiveness — the right person
doing the right thing, in the right
place with the right result
• Experience — people benefiting
from safe quality care, treatment
and support
We have a formal procedure within
SEQOL for quality assurance. This
includes regularly gathering evidence
to compare with national standards
and demonstrate we comply with
Essential Standards of Quality and
Safety. We monitor outcomes and
put in additional support or remedial
action plans where needed.
Each service has 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 report to the
SEQOL Customer Quality Forum. We
also carry out Quality Walkabouts —
internal monitoring visits by a range
of colleagues and Board members.
Our Sentinel risk management system
— and each colleague’s personal
responsibility for managing, identifying
and reporting risks/incidents and
reporting them to the Board — also
helps us keep a close watch on quality.
Our priorities for the year ahead
What will success look like?
What will we do?
Our priorities for improvement next
year (2014/15) are:
We will see evidence of...
Of course, we use national tools as
well, such as the social care and
health outcomes frameworks, and
participate in national and other
audits — for example on strokes,
dementia screening and record
keeping.
The Joint Protocol definition of
safeguarding means protecting anyone
who is vulnerable — through age,
disability or illness — and who may be
unable to take care of him or herself
against harm or exploitation.
We plan to extend our current support
and championing of people with
dementia across all services even
further. All SEQOL colleagues will
undergo dementia awareness training.
Following successful pilots in our two
care homes for people with dementia,
we have established dementia
champions at our Swindon
Intermediate Care Centre (SwICC) and
will continue to develop this way of
working. As part of our commitment
we will support the national Dementia
Friends campaign. We are now
developing and reshaping our specialist
responses and services, such as
Telehealth and our Shared Lives
scheme, so they can be accessed by
people with dementia too. We will
continue to offer dementia training to
other providers, including care homes
and domiciliary care agencies, and to
local carers working in partnership
with Swindon Carers Centre.
Safeguarding — making safeguarding
everybody’s business
Why have we chosen this?
We took part in the national Making
Safeguarding Personal pilot, and have
adopted the values of that project as
part of our formal procedures and our
everyday way of working. We believe
there is more work to be done.
• demonstrating that we ask
individuals and families what
outcomes they want and that we
support them to achieve this
• consistent responses across the
company to safeguarding alerts,
and continued compliance with
standards of referral, response
and recording
• monitoring of training and support,
including feedback from colleagues
on the support and processes
in place
• actions, learning and outcomes as
a result of the input of Safeguarding
Champions
What will we do?
Dementia
We’re currently auditing our
safeguarding practice to make sure
that the individual is at the centre of
the process from the very beginning,
and will implement any learning from
this. All colleagues will continue to
be given basic awareness training to
make sure they understand their
responsibility to keep children and
adults safe from abuse. We are
training a group of colleagues across
all areas of SEQOL to be safeguarding
champions, and will establish
measures to assess the impact of
their work.
Why have we chosen this?
The ageing population means we are
seeing an increase in the number of
people with dementia accessing a wide
range of SEQOL’s services.
We believe that people with dementia
should be able to access exactly the
same level of support and care as the
rest of the population, and are
committed to investing in the training,
support and service development to
help make that happen.
What will success look like?
We will see evidence of...
• ways in which accessibility to
services has been improved for
people with dementia, monitored
for example through service usage
figures and case studies
SEQOL Quality Accounts 2013/14
SEQOL Quality Accounts 2013/14
Our priorities for the year ahead
• an increase in the numbers of people
screened for dementia in accordance
with protocols and an increase in
people reported as having had a
diagnostic assessment including
investigations
• appropriate number of above people
referred for further diagnostic
advice in line with local pathways
agreed with commissioners
• feedback from people with
dementia, their families and carers
showing that we are supporting them
in a helpful way and that any service
changes have had a positive impact.
• more than 50% of SEQOL employees
will have registered as Dementia
Friends
• how we have worked with other
agencies to contribute to the overall
support for people in Swindon with
dementia and their carers
• colleagues’ attendance and
feedback on the training and
support they receive to enable their
awareness and skills in working
effectively with individuals who
have dementia
What is Shared Lives?
Taking care of carers
The Shared Lives Service provides
care, support and accommodation to
adults who are vulnerable in some way
— perhaps because they have learning
disabilities, physical disabilities,
mental health problems or simply
because they are older.
Why have we chosen this?
The person usually lives within the
carer’s own home, as part of a family.
Carers are often the unsung heroes
in our community. We recognise that
without them the quality of many
people’s lives would suffer, and our
jobs would be much harder. We also
acknowledge that their contribution
has a significant financial benefit for
the community.
What will we do?
What is Telehealth?
Telehealth is a high-tech system that
helps prevent or reduce unplanned
hospital admissions for people with
long term health conditions — as it
enables symptoms to be monitored
at home.
Special equipment, is installed in the
individuals’ home, which measures
blood pressure, blood glucose levels,
oxygen levels and other vital signs,
and a SEQOL nurse teaches the
person or their carer how to carry
out the daily monitoring themselves.
The measurements are automatically
transmitted via a modem to the
SEQOL team, who assess whether
there is any need for intervention of
any kind and calls the individual or
carer immediately if there is any
query or concern about the result.
We will continue to work with Swindon
Carers Centre, offering carers SEQOL
training in dementia awareness and
manual handling, increasing the
number of carers who are assessed
and offered support plans, and
offering health checks to carers who
need to look after themselves as well.
• feedback from carers on the support
and training opportunities provided
by SEQOL
Tackling the four harms
Why have we chosen this?
The national Safety Thermometer tool
identifies the four main “harms” —
that is safety issues that affect a high
number of patients while in hospital,
intermediate care, in care homes or
their own homes — falls, pressure
ulcers, venous thromboembolism
(VTE) and infections associated with
urinary catheters.
So while we are ambitious for our
other priorities, we will continue to
make this fundamental of tasks —
tackling the four harms — one of
our absolute priorities.
What will success look like?
What will we do?
We will see evidence of...
Last year we made harm-free care
one of our priorities. While we’re
innovating and working in an
integrated way within SEQOL and with
partners to give people the health and
social care they want and need, we
will continue to have harm-free care
embedded in what we do. The number
of reported harms has reduced during
2013/14 and as we continue our
harm-free care procedures we will
also monitor practice closely to ensure
this trend continues.
• an increase in the number of carers
assessments completed and carers
support plans in place — more carers
benefiting from the help available to
them to aid them in their caring role
• an increase in the numbers of health
checks completed for carers and
follow-on case studies about the
usefulness of this service to carers
in helping them to look after their
own health
What will success look like?
We will continue to monitor the
information gained by using the Safety
Thermometer tool and see evidence
that the number of harms continue to
fall in 2014/15.
Resourcing our priorities and
improvements
We continue to develop our workforce
and have the right people in the right
roles so that they are equipped to
deliver new or redesigned care
services. We are confident this will
give us the capacity and capability to
meet our objectives and deliver results
within the priority areas we have
selected.
SEQOL Quality Accounts 2013/14
SEQOL Quality Accounts 2013/14
This is what we do..
Health & Well-Being
• Community nursing, occupational
therapy, and social work
• Social work and care
management – assessments,
reviews and support / life plans
• Virtual wards
• Community matrons
• My Life, My Way –
independent living skills
• Shared Lives and Swindon
support team
• Safeguarding of vulnerable adults
• Mental capacity assessments
• Autism diagnosis service
• Smoking cessation and
health checks
Intermediate Care
• Community and SwICC-based
nursing, physio, occupational
therapy and social care
• Speech and language therapy
• Reablement support
• Integrated discharge team —
nursing, social work
and acute occupational
therapy — and DART
• Discharge to assess
• Stroke therapy team
• Falls prevention
Promoting Independence
• Supported Employment
• Enterprise Works products & services
& SEQOL Catering
• OK4U
• Day activities & support for
older people
• Wheelchair service
• Community equipment (ICES)
Support
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• Risk m C standards
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• Comm keting
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• Educat elopment
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• Volunt
• Specialist nursing for tissue
viability, diabetes, Parkinson’s,
continence, COPD/oxygen, stroke
• Residential accommodation
specialising in dementia care
• Continence Service
• Sexual Assault Referral Centre
(SARC)
• Hearing and vision
assessment and support
• Specialist outpatients dermatology, podiatry, chronic
fatigue and fibromyalgia
• Footcare service
• End-of-life care plan
coordination
About SEQOL
SEQOL
• the voting process & decision on pay
SEQOL is a social enterprise — that’s
a business with a social purpose.
• how our People Awards should be run
Our social purpose is supporting people
to make the most of their lives. That
not only drives everything we do —
but also how we do it.
SEQOL colleagues are able to buy
a £1 share in SEQOL. As employee
shareholders they don’t just own
SEQOL — they influence decisionmaking throughout the company.
So, what do we do with any profits?
Well, any surplus goes back into
developing services, so you — and we
— can be the best we possibly can.
SEQOL colleagues have a real sense
of pride in the services they deliver
and this means that they are
committed to continuing to develop
and improve them.
During 2013/14 employee
shareholders have influenced:
• getting things done across
the company
Urgent Care
•
•
•
•
•
•
•
Single point of access (SPA)
Rapid response
Urgent Care Centre
GPs out of hours
GP at the scene
Children’s clinic
Telehealth monitoring
• making changes — piloting new
ways of working
• holding the board to account in
Shaping SEQOL and other forums
• SEQOL’s key objective — which
Shaping SEQOL agreed should be
‘keeping our customers satisfied’
• deciding how last year’s surplus
should be spent
• which local events to support
• topics for research — such as the
2013 inquiry into what factors
contribute towards productivity,
change and innovation in SEQOL
• the continued energy and drive
across the company to keep
delivering
How do we decide which
services to provide?
We are mainly funded by
commissioners, such as the Swindon
Clinical Commissioning Group (CCG)
and Swindon Borough Council. They
ask us to deliver services on their
behalf, and pay us an agreed sum to
do so. In some cases, they ask us to
assess local people for services, but
may deliver the services recommended
from the assessments themselves,
or through other providers.
We also provide services for private
individuals who choose to buy from us,
rather than from another provider;
one example of such a service is our
community footcare service. The
amount of demand for these services
influences how we decide which
services to offer, as of course we
can only provide services that
are not requested by our
commissioners if private
individuals are willing and
able to pay for them.
SEQOL Quality Accounts 2013/14
SEQOL Quality Accounts 2013/14
Safety first!
Safer together
Our number one concern for people
using our services and for employees is
their personal safety. So within SEQOL
we have a culture of learning lessons
from incidents, and making health and
safety the responsibility of every single
colleague, whatever their role.
We do not have a blame or name and
shame culture, but one where people
feel confident that any concerns will
be addressed, and understand that
part of working in an effective team is
highlighting potential risks and working
together to address them.
The result is that no one is afraid
to raise concerns, and neither do
colleagues feel professionally
threatened if their methodology
is reasonably questioned.
Safety training
We have colleagues who are health
and safety experts, supporting all the
locations where our services are
delivered.
Our specialist trainer provides
Institution of Occupational Safety and
Health (IOSH) training to colleagues,
external agencies, including hospice
staff, care homes and to private
companies such as car garages.
We also offer practical training to
carers who care for people at home,
to help them manage during every
day activities.
Our colleagues also undergo training
in other areas that are crucial in
maintaining a safe environment and
delivering safe services — including
training in infection prevention and
control and practical care skills.
We enable and encourage colleagues’
continual professional development,
so that they remain at the ‘top of
their game’ and are aware of new
developments and practices. This
development includes practical skills,
as well as professional academic
progression such as post-registration
qualifications for social workers.
We were used as a positive case study
in the King’s Fund’s National Review of
Engagement, sharing our experience
and approach with others. In 2013
Professor Chris Ham of the King’s Fund,
who is researching the structure and
culture involved in successfully
engaging NHS staff, visited SEQOL to
carry out some structured interviews
with a selection of our colleagues.
These interviews will inform his
research.
The four harms
Nationally it is recognised that
there are four main “harms” or safety
issues — that is safety issues that
affect a high number of patients
while in hospital, intermediate care,
in care homes or their own homes —
falls, pressure ulcers, venous
thromboembolism (VTE) and infections
associated with urinary catheters.
During this year:
• Pressure ulcers — education and
training programmes supported our
professionals to assess the risk
factors for individuals, we improved
our reporting and continued to
ensure appropriate prevention
measures and interventions were
in place
• Venous Thromboembolism (VTE) —
all patients in SwICC and in the
community had a risk assessment,
appropriate prevention and
treatment issued. No-one acquired
a VTE whilst receiving these
services from us
• Falls — a new multi-factorial falls
assessment is now in place — this
means that a range of risk factors
for an individual are taken into
account to assess and understand
their potential risk of falling and to
look at prevention measures which
need to be put in place. Monthly
audits are in place to ensure this
is completed. In January 2014,
the SEQOL falls lead completed an
audit for all patients over the age
of 75 currently on both wards at
SwICC. The purpose of the audit
was to assure the falls risk
assessment on the multi-factorial
assessment was completed, and
all relevant interventions were
being actioned
• Catheter associated urinary tract
infections — we continue to monitor
these both in SwICC and the
community and continue to have
a minimal number of cases
Safety improvements
we’ve made this year
Medical device management
The integrity of medical devices
such as blood pressure machines and
hospital beds, is crucial in keeping
people safe, so we commissioned
RSM Tenon to conduct an audit of
how we managed medical devices.
As we anticipated in such a large
and diverse undertaking, the audit
identified some potential risks,
including an outdated register of
devices, a low level of evidence of
training in the safe use of devices,
and less than optimal supporting
information held in each locality
that holds devices about their
maintenance.
Our colleagues at ICES (Integrated
Community Equipment Service) took
the lead in introducing systems to
eliminate these risks across all
services.
The fact that the devices had
historically been maintained by many
different external contractors meant
quality levels were variable, so we
invited contractors to tender for the
supply of pre-planned maintenance
and awarded one contractor the
six-month pilot project.
We also:
• devised a robust inventory system
• undertook multiple site visits to
physically check which devices
were in use — and to explain the
importance of this project and
contractors’ roles within it
• produced a standard operating
procedure that was easy to follow,
backed up by an information pack
and a flow diagram showing all
the stages in the procedure
• moved to managing community
nursing’s most high risk devices eg.
syringe drivers at one single location
• introduced new procedures
and protocols
Our procedure has been examined
and agreed by our Quality Safety and
Performance Unit and we provide
ongoing support for procurement and
maintenance of devices. ICES is now
working to ISO 9001 to ensure these
new procedures along with other
quality standards remain embedded
in the service.
SEQOL Quality Accounts 2013/14
SEQOL Quality Accounts 2013/14
Safety first!
In 2013/14 ICES provided equipment
to 7% more people than in 2012/13
within the existing budget, and
were able to reduce stock levels by
23% by moving from the Waterside
site to new premises next to
Enterprise Works — and so saving
money for Swindon. During the
move to new premises, ICES kept
going with no service disruption.
ICES delivered 23,665 and collected
13,376 items of equipment during the
year to the people of Swindon.
Customer surveys show that ICES
has a 99% customer satisfaction rate,
and a 97% key performance indicator
rate in providing equipment within
agreed timeframes.
Social Work Reviews
During this year the adult community
team and learning disability team
completed more reviews than in
previous years, and in some service
areas exceeded the target set by our
commissioners. During 2013/14 the
total number of reviews completed
increased by 11% which is 313 more
reviews. In total we completed 3097
reviews 70% of all eligible reviews
meeting the target set by
commissioners.
This means that more people will
have had their needs reviewed
regularly ensuring that the support
they are receiving is meeting their
current needs and lifestyle. By
identifying people who no longer need
the service at the same level, we also
enable resources to be reallocated by
commissioners to support others in
the community.
Swindon Intermediate Care Centre
(SwICC)
During a visit in Spring 2013, CQC
(Care Quality Commission) identified
some changes they felt we could make
to improve safety at SwICC:
• change the way we store care plans
• improve the handover process at
staff shift change
• change the protocol for how we
assess risk of falls
We addressed these points
immediately, and CQC told us they
were very happy with the outcomes —
particularly singling out for praise, our
new multifactorial falls assessment,
the new staff/patient dependency
tool and the care plan handover
system we implemented. They also
said they appreciated how quickly we
had responded to their observations.
As part of this process, we invited
Healthwatch Swindon, the Swindon
Clinical Commissioning Group (CCG)
and Swindon Borough Council (SBC) to
visit SwICC and give us their input into
improvements, and we’re pleased that
they all took us up on the invitation.
Safety snapshot: Some of the
things we’ve done this year:
• reviewed our performance — audited
harm free care, taken part in
Safer South West, and seen our
“I Promote” infection control
campaign be regionally recognised
for innovation
• recruited to a new post of
safeguarding lead and developed
user and colleague feedback systems
and are appointing safeguarding
champions
• collected and collated data on
safeguarding alerts, and then
analysed it and responded to trends
• worked with service users, as well
as professionals, to understand the
effectiveness of our safeguarding
response
• taken part in clinical audits and,
where appropriate, altered our
practice accordingly
• carried out business continuity
planning — both to prepare in case
of an emergency — and for a real
planned event of the move of the
Integrated Community Equipment
Service (ICES) to new premises
next to Enterprise Works on Gipsy
Lane, Swindon, without interrupting
the service’
• our Sentinel and Root Cause Analysis
has been reviewed by the serious
incident review panel for shared
learning.
• colleagues across SEQOL have had
Serious Incident training
• formalised ongoing 24/7, 365 day
communications cover in event of
an incident, to update or alert the
media and public
• begun implementing a more modern
computerised record-keeping system
• delivered information governance
training to all colleagues
SEQOL Quality Accounts 2013/14
SEQOL Quality Accounts 2013/14
Inspection outcomes
Audits and information
The Care Quality Commission carried
out inspections of both our homes
for people who have dementia and
our community nursing service
during 2013/14
Comments on the Fessey House
Inspection in September 2013:
“People who lived in the home we
spoke with told us they were well
treated by the staff and were happy
with the care and support they
received. We were told that staff
were friendly and respectful.”
“The home provided good quality
meals that met people's dietary needs.
People were provided with choice and
variety in the menus.”
“The home was clean and hygienic
throughout. The home provided
sufficient staff on duty to meet
people’s needs. Staff undertook
regular training and received good
levels of supervision”.
Comments on the Whitbourne
Inspection in February 2014:
“We found that improvements had
been made to the completing and
recording of the assessments that
were completed prior to admission.
The care plans in place were being
reviewed and updated on a regular
basis. Audits were being completed to
ensure this was being done.”
“Nutritional assessments were
completed on everyone and reviewed
and updated on a regular basis. People
who lived in the home had their
weight checked at least once a month
and any concerns were acted upon.”
“People were provided with a
nutritious and healthy diet. Variety
was provided on the menu and people
had a choice of where to eat their
meals.”
“The home had employed an activities
organiser. Events and activities were
being organised which were popular
and enjoyable and also often had a
therapeutic value for people with
dementia. The home had reorganised
some of the communal areas to act as
memory or reminiscence areas”.
Comments on the Whitbourne
Inspection in February 2014:
“People who received a service from
the community nursing team we spoke
with told us they were happy with the
quality of care and treatment
provided. We were told the staff were
friendly, respectful and professional”.
“The community nursing team
provided a variety of specialist
services which promoted
independence and helped people
remain in the community to receive
the treatment they needed”.
“The provider had effective systems in
place to recruit staff and provided
people with the appropriate training.
Nursing staff were supported to
maintain their qualifications and
develop their professional skills”.
“The provider ensured that all staff
had completed training in adult
protection and there were effective
systems in place for the reporting of
concerns”.
“People who used the service were
provided with information about the
provider’s complaints process”.
“The provider had systems in place to
monitor and audit risk”.
Audits
When we carry out audits on any
area of practice, we act on
recommendations by changing or
adapting our procedures or
approaches. So, for example, following
this year’s review of the Parkinson’s
audit, we put in appointment slots
for people who are newly diagnosed
to see our Parkinson’s nurse,
physiotherapists and occupational
therapists. We have also introduced
quarterly information sessions for
patients with Parkinson’s.
Information Governance
In October 2013 a group of
representatives from all of our
business units came together to form
the SEQOL Information Governance
Group and they are ambassadors for
good governance in our organisation.
Information Governance is to do with
the way organisations ‘process’ or
handle information. It covers personal
information relating to our clients
and SEQOL employees, and all of our
corporate information, and provides
a way for us to deal consistently with
the many different rules about how
health, social care and corporate
information is handled.
SEQOL Quality Accounts 2013/14
SEQOL Quality Accounts 2013/14
Giving you effective services
Giving you effective services
We don’t work in isolation, but work
closely with other partners to make
sure we can offer you the best choices
available. We review what we’re
doing — and how well it’s working —
regularly and often, and make changes
whenever we see that they would
improve the services we give you.
Some of the changes we’ve made
• made different use of some beds at
Fessey House for people needing
reablement — and so avoiding their
having to be admitted permanently
to care homes
• bringing some services directly
to patients/service users in the
community — for example footcare
at local sites, health checks in
The Brunel and at The Mela
• responded to patient conversations
like Just One Change — You Said,
We Did
• made “soft” improvements to
service users’ environments (and
community activities) at OK4U —
such as climbing, trampolining,
gardening, cooking, and at
Whitbourne House — including links
with local school and college groups,
as well as reminiscence areas
Volunteers
We are lucky to have the support of
individual volunteers — like Christine
and Janet (below), who both volunteer
at Newburgh House in Highworth,
and Phil (right), who helps out at our
intermediate care centre — and of
local companies and their staff.
For their time, skills and generous
donations to projects like gardens
or decorating, which improve the
experience of people using several
of our centres, we are very grateful.
Thank you to all of them!
Photo credit Jordan Day
• encouraged colleagues to become
involved in research, so bringing
national and international
experience and learning to SEQOL
and sharing our best practices
Minimising stays in hospital
Dementia Champions at SwICC
DART — Discharge, Assessment,
Referral Team
Dementia awareness is part of our
mandatory training and we are
increasing the number of dementia
champions across services, following
the positive impact they have had at
Fessey House and Whitbourne House,
our homes for people with dementia.
Following a successful pilot in the
summer of 2013, DART was
implemented across ten wards at the
Great Western Hospital in November
2013. DART’s objectives are to help
the admission flow of patients through
hospital and back into the community,
by providing rapid triage, assessment
and planning. The team is an
innovative way of working with the
acute hospital and other partners and
includes nurses, social workers and
occupational therapists and works
with individuals and other
professionals to ensure a reduced
length of stay and enable safe and
effective discharges with the right
services at the right time.
Our Swindon intermediate care
centre, SwICC, plays a key part
in keeping people out of hospital
Swindon people who need temporary
support in managing long term
conditions or certain other conditions
may be treated in Orchard Ward at
SwICC. They are usually referred by
SEQOL’s Single Point of Access team
(SPA), by their GP or SEQOL community
matron.
Dementia champions in SwICC act as
advocates on the wards for people
with dementia. They attend a six-day
training course to become dementia
champions and we are now committing
to increase their skill level further
through The City and Guilds Level 3
Certificate in Dementia.
Colleagues at SwICC have worked
creatively to make the SwICC wards a
more dementia friendly environment.
New features include:
• orientation boards that give the
day, month and year, as well as
interesting facts and information
for the current month. This can help
prompt discussion and encourage
reminiscence, as well as give
patients some idea of the time
• a (very!) large clock in the day room,
to make it easier for patients to see
the time and again help them to
orientate themselves
• a box on the ward filled with useful
memory prompts and activities for
patients, such as memory cards,
handbags, and “fiddle kits” to help
stimulate/settle people who are on
the ward
• new blue crockery for the wards,
as there is evidence that coloured
crockery encourages patients to
eat and drink
SwICC is also trialling new signage on
the bathroom door and day room door
— so instead of naming the room or
showing a symbol, the signs have a
lifelike picture of what is in the room
— such as a picture of a toilet — to
help patients understand what is
beyond the door.
SEQOL Quality Accounts 2013/14
SEQOL Quality Accounts 2013/14
Giving you effective services
Right care, right time, right place
Supporting people after a stroke
The right care, at the right time,
in the right place
SEQOL’s Swindon Stroke therapy team
work with the hospital and other
professionals to help people who have
had strokes become as mobile, well
and independent as quickly as they
can.
At the Falcon Acute Stroke Unit at
Great Western Hospital the specialist
stroke multidisciplinary team,
which includes physiotherapists and
occupational therapists, work with
people on stroke therapy assessment
and rehabilitation, just days or weeks
after the stroke has happened.
Some people go to Forest Ward
in-patient rehabilitation at SwICC,
and its team skilled in stroke
rehabilitation starts setting goals with
people straight away. This includes
planning for discharge, supported by
our seven-days-a-week community
stroke team, who assist people to
adjust to the effects of having a
stroke.
But it doesn’t stop there. SEQOL’s
continuing stroke rehabilitation team
offers Individual and group support to
explore options — such as returning to
work, social opportunities, support
for families and carers, follow up,
reassessment and rehabilitation.
The Stroke Therapy Team held their
annual coffee morning in June 2013,
when people who had used the service
re-met the team and representatives
of 15 stroke-related organisations.
They also gave feedback on the service
— including “very professional and
friendly,” “gave me all the information
I needed” and shared improvement
ideas through our ‘Just One Change’
questionnaire such as, “even more
speech therapy” and “more sessions
with families on the impacts of a
stroke” — feedback which has
informed service delivery.
We aim to help prevent people
becoming ill, and help those who do
to get back to their own homes as
quickly and safely as possible.
By supporting people in the
community, we help maintain or
improve their quality of life, and also
free up hospital beds for patients who
need them. We work closely with
colleagues at the Great Western
Hospital, Swindon Clinical
Commissioning Group, Carfax Health
Enterprise and Swindon Borough
Council to keep Swindon people as
healthy and well as possible.
Children’s clinic
Since we partnered with Carfax Health
Enterprise at the start of 2014 to pilot
the children’s health clinic, the
numbers of young patients seen has
risen each month — January: 39,
February: 101, March: 147… and the
numbers are still climbing. This means
that parents have a community based
option for urgent care and prevents
unnecessary A & E visits by children
which can be distressing for all
involved.
Opening the doors for urgent care
Health checks
In a joint initiative with partners to
alleviate pressures on A&E, September
2013 saw us introduce the SEQOL
GP/nurse-led urgent care centre for
patients who should be seen by a
doctor or nurse urgently, but who are
not a medical emergency. From
opening to 31 March 2014 7,679
patients were seen at the Urgent Care
Centre (UCC). Compared to numbers
accessing the “old style” UCC during
the same period in the previous year,
that’s an increase of almost 78%.
In 2013/14 we carried out 894 health
checks for Swindon residents — at
libraries, public events and since
January 2014 at the Healthwatch shop
at The Brunel shopping centre.
SEQOL Quality Accounts 2013/14
SEQOL Quality Accounts 2013/14
How was it for you?
How was it for you?
Just one change
We use a variety of tools to gather
feedback from people who use our
services, carers and families,
professionals and the wider
community. These include:
Our Just One Change programme is
a key tool in determining customer
and patient satisfaction, and we are
tailoring it for different services so
that we can make comparisons
across SEQOL.
• organising and attending public
and professional events — such as
Swindon’s Big Health Day, feedback
from patient conversations,
comments gathered during the
nomination of our People Awards,
conferences and events such as the
Housing Local Involvement Network,
national and local autism
conferences, The Disability
Confident event we sponsored and
hosted, and Care Measures surveys
that relate to specific services
• inviting statements or comment
from commissioners and
Healthwatch Swindon, where
appropriate
• a robust formal complaints
procedure
• various surveys — including of
employees, partners and carers
One example of how Just One Change
is used to alter practices and outcomes
is within our community nursing team.
We asked people who were being
seen by our community nurses about
their experiences over the period
September to November 2013, and
what they would like to see us do
differently.
They said:
• to receive dressings on time
• no missed appointments
• better communication
We responded by:
• making sure the dressing delivery
system was being implemented
across all our community nursing
teams
• recognising that honouring timed
visits is important to patients,
while explaining that sometimes bad
weather or traffic can cause delays
• recognising that by increasing
communication with patients we
also allow nursing teams to manage
those patients’ expectations. We
also try to provide the same nurse
wherever possible to ensure
continuity of care and a personalised
service
We also asked people who were being
seen by our community nurses if they
would recommend SEQOL to family
and friends.
Over that period, in September 91%
said yes, in October 97% said yes,
and in November 99% said yes.
In September, 46% described our
community nursing as “excellent”,
while in October that rose to 63%,
and in November the percentage
went up to 75%.
Here’s what some of the patients at
SwICC said to us in September 2013
What is good about SwICC ?
• “Happy with the way I have been
treated here”
• “Physiotherapists have been very
good with me”
• “Staff are wonderful”
• “Cleaners come round three times
a day, you wouldn’t get that
anywhere else”
• “Looked after very well”
If you could make just one change in
SwICC, what would it be?
• “More physiotherapy input.
Although it’s nice here I want to
go home, so the more I can do
the better”
• “More information on what’s here,
and what to do”
• “More nursing staff”
• “I would like to get out of bed
earlier”
• “Better noise insulation at night”
We responded by:
• another registered nurse has joined
our night service team.
• motivated patients to do their
physiotherapy exercises on their own
— and explain to carers how allowing
patients to practice everyday tasks
like getting dressed can play an
important part in their recovery
• we now make sure that all patients
and carers have as much information
as they feel they need — displaying
information leaflets, and actively
encouraging them to ask questions —
and expect answers — about
the ward
• we now make sure we keep patients
informed about their care plan each
day
• for our patients who are ‘early
risers’ — we try to fit in an early
start to the day as part of their
care planning.
• where possible we all try to keep
noise to a minimum on the ward —
especially at night
Quality Walkabouts
We introduced Quality Walkabouts this
year, one of the initiatives in the
action plan we drew up following
publication of the recommendations of
the Francis Report.
Quality Walkabouts allow us to
understand people’s experiences and
the environment in which we deliver
our services, and the information
gleaned is reported back across the
company, including the Board, to make
sure there is genuine interest,
awareness and accountability around
what is happening at the “coal face”
of our company.
Each walkabout report lists
observations, areas for concern, key
actions with deadline dates, names
the person responsible for ensuring
action is taken, and also records
comments on good practice.
Feedback
As you’d expect, our commissioners
want to know that we are doing a
great job and keeping our — and their
— customers satisfied. So we have
targets as part of our contract with
them and also report patient feedback
to them and explain, if appropriate,
what changes we plan to make.
SEQOL Quality Accounts 2013/14
SEQOL Quality Accounts 2013/14
Statistics
A few snapshots
Reablement
When something goes wrong with your
health, we put reablement services in
to help you get back to how you were
— or as near as possible — so that you
won’t need more care, but will be
able to get on with your life.
The SEQOL reablement service
supported 278 adults in 2013/14.
In 2013/14 the average length of stay
in the reablement service was 19.9
days compared to 42 days nationally —
our approach is more effective!
Of the 221 people who had no services
before they became unwell, 185
needed no long term support once
they had completed reablement.
In 2013/14 we piloted ‘discharge to
assess’ beds in Fessey House, to enable
people who no longer needed to be in
hospital to be discharged to a
supportive reablement environment.
The thinking behind this was that it
would give people who needed extra
support the professional input and
time to regain their independence.
During the pilot of 37 people, 89 per
cent of whom were aged 75 or over,
26 had no care services prior to their
episode of reablement. Of these 26
patients, 22 needed no further care
services following this period of
assessment and reablement support.
The support plans and care of the
remaining 4 was tailored to each
individual. This meant we could
explore all support options with them,
so nobody was rushed into decisions
about long term care. As a result of
the successful pilot, this service has
now been commissioned and has
continued to grow and benefit local
people.
Smoking cessation
Giving up smoking is one of the
greatest steps people can take to
improve their health. With partners
we have been part of three campaigns
— Be There Tomorrow, Health Harms
and No Smoking Day. A total of 1522
people successfully gave up smoking
through the local smoking cessation
programme in 2013/14.
Telehealth
This year has seen us make great
strides in Telehealth — the technology
system that allows people with long
term conditions to monitor their pulse,
oxygen levels, weight and other
indications on a daily basis in the
comfort of their own homes.
Individuals and/or carers are trained
in the use of the technology, and
results are transmitted electronically
to the SEQOL centre, where our
clinicians examine them and decide
if the patient might need some advice
or support or clinical intervention.
SEQOL is unusual in using clinicians
to support the Telehealth centre,
so people have a direct line to
professionals qualified to advise
and care for them.
As at 31 March 2014 we had 174
people using Telehealth in Swindon,
compared to 115 in 2012/13 and the
number is growing.
We spoke at the Health Service Journal
(HSJ) national conference on how we
have extended Telehealth to people
with learning disabilities, and are now
supporting a south west Clinical
Commissioning Group in delivering
Telehealth in their area. BBC Radio
Wiltshire and BBC One’s South Today
have also featured several people,
talking about how Telehealth has
given them independence and peace
of mind again, and allowed them to
enjoy their lives.
OK4U
In 2013/14 we’ve continued working
with our customers; people with
learning disabilities and physical
disabilities who use OK4U to establish
what they like to do. We offer a range
of activities and personal development
out in the community, including
climbing, shopping skills, gym and
visits to cafes, as well as cookery, art,
IT, gardening and dance at the OK4U
centre at Upham Road.
Fessey and Whitbourne
Care environments
Colleagues at Fessey House and
Whitbourne House, our residential
homes for people who have dementia,
are always looking for ways to rekindle
service users’ memories.
Good environments matter. We’re
aware of the positive impact clean
and friendly environments can have
in promoting recovery, safety and
well-being. We are proud of the
improvements made in several of our
service locations and also of the
existing high standards which have
been maintained.
They run quizzes, recognition games,
hold jazz evenings, music and dance
sessions, and have created nostalgia
rooms that have mementoes from the
past seven decades to make their
residents feel at home and safe.
Helping people with disabilities into
work
SEQOL’s autism diagnostic service once
again played a part on the national
stage — by organising a conference
called Effective Support for People
with Autism Spectrum Conditions.
National Autistic Society chief
executive Mark Lever and SEQOL
researcher and professional autism
lead Sue Smith both spoke.
SEQOL supported employment has
further developed a Skills Factory to
prepare disadvantaged students for
the world of work — teaching them
essential skills like developing a CV
and how to handle interviews, as well
as giving them experience of real
places of work.
In 2013 SwICC was assessed as part of
the patient-led assessment of clinical
environment (PLACE) survey. Out of
500 services assessed nationally SwICC
was ranked 14th. The PLACE judges
the standards of the building,
cleanliness and meals provided.
We hope to match or improve on
this result in 2014!
SEQOL Quality Accounts 2013/14
SEQOL Quality Accounts 2013/14
Ruby
Sharon
Sharon Terrett was a 26-year-old
mum and a nurse at Princess Margaret
Hospital when she was diagnosed with
a non-malignant brain tumour 20 years
ago. She underwent surgery at the
John Radcliffe Infirmary in Oxford,
but further treatment and health
problems have left her with
osteoporosis, compression of the spinal
cord, epilepsy, and she is unable to
walk. She lives independently with her
two children; support from a direct
payment and the Independent Living
Fund means that her mum, Marlene
Heavens, is able to be her carer.
Ruby Bridges, 83, is cared for by
her son, Neil, 58, who lives with her
in their Toothill home.
Neil: “Mum had an infection and had
to go into hospital. She has mild
dementia and poor mobility, and spent
time in SwICC before coming home
again. During that time SEQOL put
a support package together for her,
which included visits from
physiotherapists, and two reablement
assistants coming in four times a day
to help her get herself up, washed,
dressed and then eventually ready
for bed. Mum made a dramatic
improvement and the SEQOL team
have been absolutely wonderful —
so helpful and supportive that
I feel much more confident looking
after her now. SEQOL have got some
stunningly wonderful people who
work their socks off — they’ve been
absolutely brilliant and can’t do
enough for anyone.”
Ruby: “I used to be a nurse, and now
I get telehealth every morning. I’m
much more mobile than I was — and
I’m feeling a lot better than I was,
as well”.
Her social worker, Alison Forster,
supports the family and reviews Sharon
annually, reassessing her needs if her
circumstances change significantly.
Sharon: “Alison is a Godsend to us,
and completely understands that I’d
rather have my mum caring for my
personal needs than a stranger. It’s
been great for the children as they
were growing up — it seemed far
more normal to them to have their
grandmother helping me, than some
strangers coming in three times a day.
With mum I can go anywhere — she’s
got a three-bedroom caravan in the
New Forest and has built a verandah
with a slope, so I can get my scooter
up there and be independent. We
really do enjoy life. Right from the
outset, I was determined that the
tumour wasn’t going to beat me,
and it hasn’t!”
Alison: “Sharon and Marlene are a joy
to see — with the care package and
direct payment Sharon can live as full
a life as possible. Every time I see
them they’ve been up to something
new — they’ve even been up to
London for the weekend, with their
dogs, to see Dolly Parton at the O2.
They live life to the full!”
SEQOL Quality Accounts 2013/14
SEQOL Quality Accounts 2013/14
Jennie
Statements we are required to include*
Jennie: “When I left college I didn’t
know what to do or where to go.
SEQOL Supported Employment helped
me get into the world of work and
gave me the opportunity and support
I needed to get on. Even now the team
keeps in touch and checks in on how
I’m doing, so I still feel like they’re
there for me!
“If it wasn’t for the programme
I would still be homebound due to
anxiety and panic attacks. I’ve always
been determined to get on in life and
not let things stop me, but after I left
college I didn’t have the right
Review of services
resources to get where I wanted —
SEQOL gave me these and the
confidence that I could achieve
my goals.”
“During 2013/14 SEQOL provided and
/ or subcontracted 30 NHS services.”
“SEQOL has reviewed all the data
available to them on the quality of
care in 30 of these NHS services”
Lynda: “Jennie is our first Supported
Employment trainee to have a
management level role within her
grasp. From the beginning we could
see that she had a lot of potential
and a lot to offer an employer and
she really engaged with the training,
which has enabled her to achieve
what she wanted to do.”
Participation in Audit
“During 2013/14, 1 national clinical
audit and 1 national confidential
enquiry 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 2013/2014 are as follows:
Sentinel Stroke National Audit
Programme
Mortality Review Survey undertaken
by National Confidential Enquiry into
Patient Outcome and Death
Photo credit Swindon Advertiser
Jennie, 19, was referred to SEQOL
Supported Employment as after
finishing a hairdressing course at
college, she was struggling to make
the leap into the world of work from
education and was at risk of becoming
housebound due to anxiety and
panic attacks. Supported by Lynda
Ramsey and the SEQOL Supported
Employment team, Jennie was taught
the skills she would need and gained
the confidence to find a job. Jennie is
now a Conference and Event Red
Jacket for the Marriott Hotel and is
training to become a supervisor.
“The national clinical audits and
national confidential enquiries that
SEQOL participated in during
2013/2014 are as follows:
Sentinel Stroke National Audit
Programme
Mortality Review Survey undertaken by
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
2013/14, 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 1 clinical audit was
reviewed by the provider in 2013/14
and SEQOL intends to take the
following actions to improve the
quality of healthcare provided:
As a result of reviewing the report for
the Parkinson’s Disease Audit — the
following is now offered: monthly
review clinics and an annual review by
therapists and nurses for people who
are self-managing; appointments for
patients to see a specialist Parkinson’s
disease nurse, physio and occupational
therapists; and quarterly information
sessions for people newly diagnosed.
Participation in clinical research
“The number of patients receiving
NHS services provided or subcontracted by SEQOL in 2013/14 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
2013/14 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 2013/14 and for the
following 12 month period will be
available on www.seqol.org”
SEQOL Quality Accounts 2013/14
SEQOL Quality Accounts 2013/14
Statements we are required to include*
Feedback
CQC
Data quality
Data
“SEQOL is required to register with
the Care Quality Commission and its
current registration status is
‘registered’.”
“SEQOL will be taking the following
actions to improve data quality”:
“SEQOL did not submit records during
2013/14 to the Secondary Uses service
for inclusion in the Hospital Episode
Statistics which are included in the
latest published data.”
Feedback from Healthwatch
Swindon, NHS Swindon Clinical
Commissioning Group (CCG) and
Swindon Borough Council
“The Care Quality Commission has
not taken performance action against
SEQOL during 2013/14.”
“SEQOL has not participated in any
special reviews or investigations by
the CQC during the reporting period.”
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 our
services are functioning. Performance
and data quality is reported into
the Operational Performance Board
and Business Unit meetings.
The introduction of a modernised
computer system to support client
records which will enable increased
levels of mobile recording for example
involving people while in their home
and more continuity of records for
example, between our services and
GP sharing will help to continue to
improve data quality.
Info. governance
“SEQOL’s information Governance
Assessment Report score overall score
for 2013/14 was 70% and was graded
green from the IGT Grading Scheme.”
Clinical coding
“SEQOL was not subjected to Payment
by Results clinical coding audit during
2013/14 by the Audit Commission.”
*These statements are included to meet the Department of Health guidelines for Quality Accounts
NHS Swindon CCG
Healthwatch Swindon
“Healthwatch Swindon was
established in April 2013. We are
pleased to have been able to act as a
critical friend to SEQOL during the
year and to forward comments and
concerns that local people have
brought to us.
Similarly, Healthwatch Swindon
has been able to signpost people
to SEQOL’s wide ranging social care
services and raise issues with SEQOL
about them where necessary as well
as supporting people with healthrelated complaints.
As this Quality Account (QA) states,
we took the opportunity of the
CQC inspection report of Swindon
Intermediate Care Centre to review
with SwICC’s management the
improvement plans they had put
in place.
We welcome the opportunity to
comment on the draft of this Quality
Account which, together with SEQOL’s
annual report demonstrate clearly
the impact and outcomes of the
significant local financial investment
in the organisation’s integrated
services.
Part of our contract with Swindon
Borough Council includes independent
complaints advocacy where people
want support to complain about an
NHS funded service. As stated in the
introduction to this QA “SEQOL exists
to support people to make the most
of their lives — and people’s lives
aren’t split neatly into compartments
labelled “health” or “social care”.
So we’ve taken the same approach
to this Quality Account as we take to
serving our community — a whole
person approach”
Healthwatch Swindon will continue to
work closely with SEQOL to reflect and
communicate the views of local
people and comment or criticise
where necessary.
We welcome the invitation recently
extended to us to participate in
SEQOL’s quality walkabouts and see
this as complementary to our power
to undertake Enter & View visits to
some of SEQOL’s services should we
consider them desirable or necessary.”
“The report provides a balanced
overview of SEQOL and clearly
identifies their achievements to date,
but also areas within their service
delivery where improvements could be
made. The CCG welcome the openness
and transparency of this approach and
are committed to supporting SEQOL in
achieving improvements in the areas
identified within the Quality
Account.” …” NHS Swindon CCG
supports SEQOL’s priorities for the
forthcoming year and looks forward
to continued collaborative working to
achieve these.” Gill May, Executive
Nurse NHS Swindon CCG
Swindon Borough Council
“This Quality Accounts report presents
an accurate and balanced view of
SEQOL’s service delivery, highlighting
achievements and areas for further
improvement. Swindon Borough
Council Commissioners will continue
to work in partnership with SEQOL
on the priorities for 2014/15.”
For full feedback statements
take a look at
http://www.seqol.org/about-seqol
SEQOL
North Swindon District Centre
Thamesdown Drive
SWINDON
SN25 4AN
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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: