Emmaus 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 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. There was a positive culture that focussed on valuing and respecting people as individuals. Staff had a clear understanding of their roles and shared a commitment to providing person-centred care and valuing people. The registered manager and staff worked with people and their relatives to create a culture focused on a feeling of community. A staff member told us, “The best thing about here is the atmosphere, its lovely. The people, it’s their home. It’s nice to be close to people, like a family.”

There were 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. The registered manager was committed to providing inclusive, caring, responsive individualised care.

People spoke positively about the registered manager and how the home was run, describing them as approachable and nice. People told us, “[Registered manager] is very nice” and “[Registered manager], does [their] best to see that we are happy with everything.” Staff spoke very positively about the registered manager. A staff member said, “[They are] really good. [They] make sure you’re ok. [They] will take you aside and ask how you are.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff told us they felt encouraged to raise concerns and were confident they would be listened to. People who lived at the home and their relatives were actively involved and listened to. Meetings and surveys were available for staff, people living at the home and relatives to share their views. The registered manager ensured any suggestions or ideas were responded to and any action taken as a result was highlighted to people.

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 provider and registered manager demonstrated a commitment to equality, diversity and inclusion within the workforce. Staff spoke of being treated as individuals and feeling very valued.

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. A range of audits and quality assurance processes was in place. The registered manager maintained good oversight of the service, and the management team worked effectively together. Regular meetings were held to discuss actions and drive improvements where needed.

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. Staff supported people to access healthcare services and maintain links with relevant health professionals. There was an emphasis on developing links with the wider community, including a staff member who was working with local schools, churches and organisations to develop community opportunities for people and link people into the home.

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. The registered manager and staff were open and honest and demonstrated a genuine commitment to continuous improvement. The registered manager used reflective practise to review opportunities for action or improvements