Eastbury Nursing Home

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. The home had a person-centred culture, and we observed that staff communicated clearly with people, supported them to make choices and meet their care needs in a kind and caring manner. Staff confirmed they were happy to work at the home with a staff member stating, “All staff including the deputy and manager support me.“ The manager explained they had a vision for the service, “In terms of a vision, I would hope that the home continues to adopt innovative care standards and become a centre of excellence in terms of the care we deliver.”

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. People and relatives told us they felt the manager ran the service well. A person told us, “I think [manager] is a good manager, and I can see them around. [Manager] is not one of those who sit in the office without knowing what is going on around. They are around every day and does their job well.” The manager told us they arranged wellbeing sessions for staff when they could arrange a time to speak with the manager about any issues or additional support needs, they may have. The manager explained they attended local authority provider forum meetings, received information from the royal college of nursing to maintain their registration and accessed skills for care to keep up to date with current best practice and innovation.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff confirmed they felt able to speak with senior staff about any concerns or questions. A staff member told us they received support, training and there was an open-door policy. The manager said, “We have a whistleblowing policy, and this is currently laminated and placed on the staff notice board for all members of staff to access. The procedure is also outlined in our staff handbook.” The manager confirmed that staff were reminded about how to raise any concerns.

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. Staff told us they felt supported and valued by senior staff and the provider with a staff member telling us, “Colleagues are helpful and respectful. It is a good experience to be part of this team.” The manager explained, “We have a group of staff that are international and from all parts of the globe. Many speak a number of dialects that resonate with our residents who come from various parts of the same continent. This is most helpful for us as we are able to communicate verbally and effectively with our residents.” The manager also explained that they had a flexible working policy to support staff with caring responsibilities.

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. At the time of the assessment the manager was in the process of registering with the Care Quality Commission. The provider had implemented audits and quality assurance checks covering all aspects of the service including the care provided, record keeping, the home environment and staffing. These checks were effective and enabled the provider to monitor and make improvements when required. The provider had a contingency plan for the home which provided guidance in case an issue occurred which impacted the provision of care. The provider had processes to ensure people’s personal information and other data was stored and accessed appropriately following best practice.

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 manager explained the service worked with the social care teams at the local authority, community matrons, pharmacy team, GPs and other healthcare professional to ensure people’s needs were met. They also worked with charities to access day centre provision and other support.

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. The provider had policies and procedures in place which were regularly reviewed to ensure they reflected current legislation and best practice. Policies and best practice were also discussed during 1-1 and team meetings. Any learning following an incident, accident, safeguarding or complaint was discussed with staff, actions identified and there were ongoing conversations to check staff member’s understanding. Staff completed a number of training courses to ensure they had an appropriate understanding and the skills to meet people’s support needs. The manager told us that staff were being supported to complete a mental health qualification and could undertake placements at other homes run by the provider to expand their knowledge and skills.