Eyam Domiciliary Service Ltd

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 changed to Outstanding. This meant service leadership was exceptional and distinctive. Leaders and the culture they created drove and improved high-quality, person-centred care.

This service scored 89 (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 very clear shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and an exceptional understanding of the challenges and the needs of people and their communities.

Leaders demonstrated a clear and well communicated vision focused on providing high quality, safe and compassionate care. The involvement of the directors, as well as a strong, management structure positively impacted the service. Their decision to deliver all training face to face showed a strong commitment to effective learning and maintaining high standards of practice throughout. This approach helped staff develop the confidence, competence and practical skills required to deliver good quality care.

The provider demonstrated strong partnership working with health and social care professionals and local charities. Staff and leaders used external learning resources to stay informed about changes to the care sector and best practice. They also shared learning with other organisations, helping people access a wide range of community support.

The provider had developed a positive culture where learning and improvement were encouraged. Incidents were reviewed and used as opportunities to reflect and make improvements, ensuring staff continued to deliver safe and consistent care. People and relatives were involved in discussions about concerns, accidents and incidents, and contributed to planning actions to help prevent future occurrences. Feedback from people and families highlighted that the provider was open, honest and willing to share learning, which helped individuals feel informed and more in control of their safety.

Overall, the service showed a well led and collaborative approach, with clear leadership direction, an inclusive culture that included the engagement, involvement and wellbeing of staff and a strong commitment to ongoing improvements.
 

The provider had exceptionally 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 always did so with integrity, openness and honesty.

Staff reported feeling valued, supported, and treated fairly by the registered manager. They described the registered manager as both visible and readily approachable. The registered manager explained that they operated an open-door policy, encouraging staff whenever they needed guidance or support. One staff member told us, “The management is very supportive. They have introduced structured support to employees. Each employee has a mentor they can approach anytime for advice, and if it’s a big issue, you can go directly to management.” This reflected a culture where staff wellbeing, psychological safety and open communication were prioritised which in turn impacted on the care people received and the quality of service delivery.

To recognise and celebrate staff achievements, the provider operated various employee appreciation schemes. One staff shared, “From the start, I got appropriate training from management and now familiar with company culture, ethos, policies and procedures. This is through the constant and continuous support we get from management at all times. Our hard work does not go unnoticed as we have recognition awards every week”.

Leaders worked together to design and implement a new ‘Behind the Scenes Update’. This was a weekly email to all staff providing a weekly insight into what actions management had taken, any updates to practices, systems or procedures (such as changes to mentors) and other general behind the scenes work that management had undertaken that week. Staff confirmed this really did bridge the gap between management and the active care team and helped to provide insight into the work both office staff and management complete.

Leaders also carried out regular ‘Client Friend Visits’, informal welfare visits. Discussions were noted in client quality assurance records, and alternative arrangements were made for people who preferred a more structured style of interaction. More informal events offered at the provider address, provided a relaxed space to meet leaders, ask questions and share experiences. The events were also open to the public, offering potential clients the opportunity to learn more about what was offered. They were well attended and helped strengthen trust and communication with many commenting how nice it was to meet management and staff prior to any commitment.

Overall, the provider demonstrated capable, compassionate and inclusive leadership, creating a positive culture where staff felt supported, people felt listened to, and the provider continually worked to deliver good quality care.
 

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

The provider promoted an open and transparent culture where staff felt comfortable raising concerns and were confident that their voices would be heard. By increasing the number of mentors, the provider ensured each mentor supported a smaller group of mentees, allowing for more meaningful, individualised guidance. This created a safe environment for open and honest communication and ensured every staff member received equal access to support regardless of their background or role.

New staff received structured shadowing and mentor‑led knowledge checks and observations, which helped them feel prepared and supported. Leaders monitored suitability and values throughout the recruitment process, ensuring new staff aligned with the provider’s expectations and commitment to safe, person‑centred care. Mentees were thoughtfully matched with mentors based on working area, experience and personality.

Staff spoke very positively about both the registered manager, and other leaders, describing them as approachable, communicative and genuinely committed to staff welfare. This helped embed a culture where people felt safe to speak up, raise concerns and contribute openly to improvements.
 

The provider strongly valued diversity and created an inclusive, fair culture that improved equality and equity across the workforce. They demonstrated an exceptional commitment to inclusion and cultural understanding. Internationally recruited staff were recognised for their high standards, with several becoming mentors. This ensured colleagues could access support from someone who shared similar cultural experiences and helped build confidence and a sense of belonging across the workforce.

A dedicated Culture Lead played a key role in promoting an inclusive environment by gathering feedback, increasing cultural awareness and ensuring differences were respected and celebrated. Their work supported consistent, safe practice and helped staff adapt to a new country and workplace.

Staff consistently reported feeling valued, informed and supported. One staff member shared, “Training is thorough and I always feel supported. They’ve been very understanding about personal circumstances and flexible with shifts. I feel like a valued team member and enjoy my role.” This reflected a positive culture where wellbeing and inclusion were prioritised. Staff told us leaders were always flexible around personal circumstances, and they felt able to approach management. This reflected a culture where staff wellbeing and inclusion were prioritised.

Robust processes monitored staff wellbeing and safety, including tracking sickness, vacancies and turnover. Staff had clear access to HR information through a comprehensive handbook, and described feeling part of a strong, unified team with shared goals.

Leaders implemented a range of wellbeing and recognition initiatives such as rewarding excellence in practice, Staff Lotto, and confidential wellbeing calls, which maintained morale and strengthened trust. Staff told us these measures strengthened trust and made them feel appreciated.

Overall, the provider displayed Outstanding leadership in equality, diversity and inclusion, creating a workplace where staff from all backgrounds felt respected, supported and empowered to deliver high quality care.
 

The provider had clear responsibilities, roles and systems of accountability which supported good governance. These ensured high quality, sustainable care and enabled leaders to act promptly on reliable information about risk, performance and outcomes, sharing this securely when appropriate .

Leaders demonstrated effective governance through strong systems and consistent oversight. Risks were identified early, managed promptly and monitored regularly, helping people remain safely supported at home by a competent and responsive workforce. The registered manager had a solid understanding of their regulatory duties, including timely notifications to the Care Quality Commission. They demonstrated good oversight of safeguarding, health and safety, quality assurance and risk management, ensuring compliance with best practice and legislation.

Quality and safety checks were embedded in daily operations. Staff received regular supervision, annual appraisals and ongoing support, enabling leaders to maintain high performance and identify development needs early. Communication across the service was strong. Effective systems ensured clear information flow between managers, staff, people using the service and relatives. Feedback from staff and people described communication as reliable, timely and reassuring.

Well established oversight processes supported continuous improvement. Structured induction, competency assessments and observed practice ensured new staff met expectations before working independently, helping maintain consistent standards of care.
 

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 demonstrated a strong commitment to working in partnership with the local community and external organisations. The provider had a visible presence within the community, including use of their ground‑floor social space and hosting regular coffee mornings for people, relatives and staff. Leaders planned to expand these events, helping reduce isolation and encourage community connection. The provider also built positive links with local healthcare providers, businesses and charities, enabling useful information‑sharing and offering inclusive social opportunities.

Staff and leaders worked effectively with other organisations; information was shared appropriately during meetings and reviews, helping ensure people received well‑coordinated support. Professionals told us the provider was thorough, professional and communicated well, with one saying staff “Always share information appropriately” and another noting the team, “Regularly goes above and beyond.”

The provider promoted good communication within the organisation. The ‘Culture Lead’ helped support information flow, strengthening cultural understanding and ensuring staff remained updated on organisational and client‑related developments. Staff said this supported consistent practice and improved continuity of care.

The provider also maintained constructive relationships with GP practices and specialist services. By working closely with these professionals, staff helped ensure people accessed appropriate support quickly, which contributed to positive outcomes and safe care. Staff had established strong links with the community nursing team, who supported a range of clinical needs such as wound care, tissue viability, continence and end‑of‑life support. Leaders recognised the importance of clinical expertise from community nurses in maintaining people’s health, safety and dignity. Staff acted promptly on professional guidance and ensured care plans were updated to reflect any changes in people’s needs. These collaborative relationships helped ensure people received coordinated, holistic care and able to access the support they needed.
 

The provider had a strong focus on continuous learning, innovation and improvement across the organisation. They promoted creative approaches to ensuring equality of experience, outcomes and quality of life, and actively contributed to safe practice and sector-wide learning.

Robust oversight systems were in place, with regular health and safety audits reviewed promptly and translated into clear action plans. This supported ongoing improvements and embedded a culture where quality and safety were continuously strengthened. Leaders shared ‘lessons learned’ updates with staff, who reported that this improved communication and helped them feel more engaged and included.

A streamlined digital system enabled people, relatives and staff to access real‑time information, improving communication, transparency and responsiveness. This ensured everyone involved in a person’s care remained well informed. People confirmed they could access this, including relatives who were not local, yet could still play an active role.

Leaders and staff actively sought out learning opportunities, regularly attending webinars and sector‑learning events to strengthen person‑centred practice. Insights from these sessions such as those focused on ‘Outstanding Care’, were shared across the team and used to inform future practice.

Continuous improvement was embedded in daily operations. Leaders valued face‑to‑face training to improve knowledge retention, practical skills and staff confidence. Internationally recruited staff were well supported to progress, with several promoted based on performance and capability, demonstrating the provider’s commitment to developing talent.
Regular feedback from clients, staff and managers was used to adapt systems and respond quickly to emerging needs. Learning from incidents was consistently incorporated into practice, strengthening systems and supporting a culture of reflection and improvement.