St Giles Hospice CQC Report 2017 St_Giles_Hospice_CQC_Report_2017 | Page 4

Senior leadership was visible, strong and supportive. Defined management and clinical governance
arrangements ensured clear lines of authority, communication and decision making for the management of
the hospice service and people's care and treatment. Staff and volunteers understood their roles and
responsibilities for people's care, treatment and support. They were confident and knew how to report any
related concerns or observed changes to people's health, care or safety needs.
The provider operated comprehensive systems to regularly check the quality and safety of people's care and
treatment, which they regularly reviewed against relevant recognised national guidance concerned with
this. The service management and reporting culture helped to ensure open, critical care review and learning
from any serious care incidents. The provider had notified us of any important events that occurred at the
service when required. This meant the hospice board and managers knew about and took responsibility for
things that happened in the service, to safeguard people from harm.
Service planning took account of local population demands, financial viability and work force planning
considerations. Partnership working and links with key external organisations, educational providers and
care authorities; helped to support and inform people's care and treatment provision, staff and service
development and joined up care. Cross sector working, sharing of good practice, together with relevant local
and national service development initiatives, were consistently sought and followed. This helped to inform
and ensure the quality and shape of people's care.
4 St Giles Hospice - Whittington Inspection report 24 February 2017