The Elms

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. At our last assessment we rated this key question good. At this assessment the rating has remained 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 service had a shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities. The registered manager and staff delivered high-quality and person-centred care. Staff worked together to promote people’s wellbeing, dignity and independence and told us they felt valued and motivated in their roles. Feedback from people and their families was gathered regularly and used to improve care. During the inspection, staff were observed providing care that respected people’s preferences, and contributed to a warm, supportive a homely environment.

The service 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. Staff told us the management team was approachable, visible, and actively involved them in discussions about how best to support people. Managers were knowledgeable, understood their responsibilities, and took action to make improvements when required. They spent time with both staff and people using the service, building open and trusting relationships by maintaining an approachable and supportive environment.

The service fostered a positive culture where people felt they could speak up and their voice would be heard. Staff said they felt confident to raise concerns and were aware that external services were available for them if they needed to speak up. They felt reassured that any issues they raised would be taken seriously and addressed promptly. Staff said, “We get on very well. It is a nice environment to work in. You can speak up if you want to.” Relatives also felt comfortable raising concerns. A whistleblowing policy was in place, with clear processes to ensure learning and improvement when things went wrong.

The service valued diversity in their workforce. They work towards an inclusive and fair culture by improving equality and equity for people who work for them. The service actively promoted equality, diversity and inclusion, supported by policies to prevent harassment and discrimination. The registered manager said, “I am proud of my staff team. The home is self-running, and staff are fabulous. They think outside the box, teamwork makes the dream work.” Staff told us they felt respected, valued, and supported to be themselves, describing a positive and inclusive workplace culture. These values were reinforced through regular training and consistent management support. A staff member said, “I’m proud of our staff team, how we work together, how flexible everyone is. People always come first.”

The service 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 act on the best information about risk, performance and outcomes, and share this securely with others when appropriate. The service had effective governance systems in place, with clearly assigned roles and accountability to ensure safe, person-centred care. Staff understood their responsibilities and how their work contributed to the overall service. Regular audits and checks were carried out to monitor performance, identify risks, and drive continuous improvement.

The service understood their duty to collaborate and work in partnership, so services work seamlessly for people. They share information and learning with partners and collaborate for improvement. People took part in community activities with support from staff, maintaining connections to their interests and hobbies. Evidence showed these activities had a positive impact on their wellbeing. The service worked closely with health and social care professionals. This supported person-centred care and helped people feel included in the wider community. A professional told us, “I have been pleased with the working relationship.’’

The service focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contribute to safe, effective practice and research. The registered manager was committed to learning and continuously improving the service. They supported people as their needs changed and used audits to maintain care quality and safety. Staff recognised the value of ongoing learning and actively contributed to the development of the service. The registered manager promoted a positive culture focused on people’s wellbeing and supporting them to lead meaningful lives.