1Eclipse Care Solutions

On this page

• Overview
• Shared direction and culture
• Capable, compassionate and inclusive leaders
• Freedom to speak up
• Workforce equality, diversity and inclusion
• Governance, management and sustainability
• Partnerships and communities
• Learning, improvement and innovation

Well-led – this means we looked for evidence that service leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture. This is the first assessment for this service. This key question has been rated good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

This service scored 75 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The provider had a shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities.

Systems were in place to promote a shared culture, for example, staff team meetings were held. These gave staff the opportunity to discuss issues of importance to them. A member of staff told us, “We have staff meetings every 2-3 months, clients’ needs change and sometimes we come across challenges. We also reflect on things and discuss how things have gone. Meetings are very helpful and we learn a lot by sharing experiences.” The nominated individual told us they had regular contact with care staff. Staff told us that the managers were accessible.

The provider had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

There was a registered manager in place who oversaw the day to day running of the service. They were supported in this by the nominated individual and care coordinator. All 3 of whom were directors of the company. People and staff told us they were happy with the support they received from the leadership team. One person said, “Yes, frequently [ we have contact with senior staff]. Depends on when a new carer is being trained, they call straight away and check-up after 1 and 2 weeks. They ask if I’m comfortable with the carer.” A member of staff described their manager as being, “Very supportive."

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

People and relatives told us they felt free to speak up. Systems were in place to support people to speak up. For example, the provider had both a whistleblowing and a complaints procedure in place. Staff and service user surveys were caried out which gave people the opportunity to raise any issues of concern they may have had.

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them.

The nominated individual told us how they strove to value diversity in their workforce. For example, they said they were flexible with staff rotas to help staff with childcare commitments and to celebrate religious festivals. We saw that staff recruitment was caried out in line with good practice in relation to equality and diversity.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

Various quality assurance and monitoring systems were in place. Audits were carried out, for example, of care plans and medicine records. Spot checks were carried out by a senior member of staff. These involved looking at staff punctuality, how well staff followed the care plan and their communication with the person. Staff and service user surveys were carried out. Completed surveys contained positive feedback about the service. For example, a person had written on their survey, “I am truly impressed with the care and care management provided."

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement.

The provider worked in partnership with people and organisations. For example, they worked with Skills for Care to help provide training for staff. They also worked in partnership with people who used the service. Care plans were drawn up with people’s involvement. People were provided with a contract by the provider so it was clear about what they could expect from the provider.

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice and research.

There was a focus on continuous learning and improvement. For example, staff undertook regular training to help them develop in their role. They also had 1:1 supervision meetings with a senior member of staff where they could discuss matters of relevance to them.