Eastbury House

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 provider had a clear vision and values which promoted person-centred care, equality, inclusion and respect. Staff understood these values and described a culture where people, relatives and staff were listened to and treated with dignity and compassion.

The registered manager and provider demonstrated the skills and experience needed to lead the service effectively. They maintained oversight of the quality of care through regular audits, feedback and reviews and responded promptly when opportunities for improvement were identified. Staff and relatives spoke positively about the leadership of the service and described managers as approachable, supportive and responsive.

Staff told us there was a positive team culture and that they felt comfortable raising concerns, sharing ideas and contributing to improvements. A senior staff member told us, "We always encourage all staff in discussions of changes in residents' health and ways we can improve to meet needs and wishes." Another said, "Managers regularly communicate with staff, conduct regular meetings and share areas to be improved." Staff gave examples of suggestions they had made which had been acted upon by management. For example, one staff member identified the need for additional support during busy morning periods. Following discussions with staff, management reviewed staffing arrangements and introduced an additional care worker, demonstrating a commitment to listening to staff and responding to feedback to improve outcomes for people.

There was a strong emphasis on teamwork and open communication. One staff member told us, "I am always helped by other staff whenever I need them," and another described the home as "a warm and friendly place to work." Staff had developed positive relationships with the people they supported, helping to ensure care remained consistent and person-centred. This supportive culture enabled staff to provide high-quality care and promoted positive experiences for people living at the home.
 

The provider had capable, compassionate and inclusive leaders who understood the needs of people using the service, their relatives, staff and the local community. Leaders promoted an open and positive culture and demonstrated the values of the organisation through their day-to-day practice.

The registered manager and deputy manager had extensive experience of the service, having both worked at the home for more than a decade. This gave them a detailed understanding of the people living at the home, their families, staff and the local community. The registered manager had recently been promoted to a more senior position and was supporting a planned and structured handover of day-to-day responsibilities to the deputy manager, who was preparing to register with CQC. This helped provide continuity and stability for people and staff.

People, relatives and staff spoke positively about the leadership of the service. Relatives described the management team as approachable, supportive and responsive. One relative told us, " The manager is simply one of the kindest and most professional managers I have ever known."

Staff told us they felt valued and well supported by leaders. One staff member said, "We have always had an open-door policy at Eastbury House, so I feel supported day to day." Another told us, "Managers are available to provide guidance, encourage staff development and listen to concerns or suggestions." Staff described leaders as visible and actively involved in the day-to-day running of the home.

Regular staff meetings, handovers, supervision and informal discussions ensured information was shared effectively and people received consistent and safe care. Leaders encouraged staff to contribute ideas and improvements and were committed to creating a supportive environment where both people and staff could thrive.
 

The provider fostered a positive culture where staff were encouraged to speak up, share ideas and raise concerns. Leaders promoted open communication and staff told us they felt their views were listened to and valued.

A clear and accessible whistleblowing policy was in place, and staff understood their responsibility to report concerns where people may be at risk. Staff told us they felt confident raising concerns and believed they would be taken seriously. One staff member said, "I know my concerns are taken seriously and that I can speak openly without fear." Another told us, "I feel comfortable raising concerns or suggesting improvements."

Staff provided examples of concerns and suggestions they had raised, including improvements to documentation and staffing arrangements, which had resulted in action being taken by the management team. This demonstrated leaders were receptive to feedback and promoted a culture of openness, learning and continuous improvement.
 

The provider valued diversity within its workforce and promoted an inclusive and supportive culture. Staff were treated fairly and with respect, and leaders recognised the importance of creating a workplace where people felt valued, included and able to succeed.

The service employed a diverse workforce and staff received equality, diversity and human rights training to help them understand and respect people's differences, challenge discrimination and promote inclusion. Training was regularly refreshed to ensure staff remained aware of their responsibilities and the importance of providing equitable care and support.
 

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.

Services we regulate have a statutory responsibility to notify CQC about certain events that occur in a service. The service met its legal obligations by submitting statutory notifications to the Care Quality Commission (CQC) when required.

Auditing processes were in place to monitor the service. Daily observations were used to maintain consistency of care, while monthly and quarterly audits covered key areas such as care plans, medicines management, infection prevention, and health and safety. Findings were recorded and followed up on which ensured shortfalls were addressed promptly and effectively.
 

The provider understood the importance of working in partnership to ensure people received coordinated, seamless care and support. Staff worked closely with people, relatives, healthcare professionals and other agencies to promote positive outcomes and respond to people's changing needs.

The service maintained effective communication with external professionals and shared information appropriately to support continuity of care. Professionals spoke positively about their experience of working with the home. One healthcare professional told us, "The team show excellent care of their residents and are always knowledgeable about their residents' needs, be that medical or holistic."

These arrangements helped ensure care was well coordinated, responsive and centred around people's individual needs.
 

The provider focused on continuous learning, improvement and innovation to enhance people's experiences and outcomes. People and their relatives were encouraged to share feedback through reviews, meetings and day-to-day conversations, and told us their views were listened to and acted upon.

Robust quality assurance systems were in place to monitor the quality and safety of the service. Leaders used information from audits, incidents, feedback and oversight activities to identify areas for improvement and drive positive change. Lessons learned from incidents, accidents and safeguarding concerns were shared with staff and used to improve practice.

Staff spoke positively about the home's commitment to continuous improvement and told us leaders were always looking for ways to enhance the service. Staff felt able to contribute ideas and described a culture where suggestions were welcomed and acted upon.

The registered manager and leadership team were committed to developing the service for the benefit of people and staff. This approach supported a culture of learning and improvement and helped ensure people continued to receive high-quality, person-centred care.