Eden Support 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.This is the first assessment for this provider that relates to the provision of supported living. This key question has been rated 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 71 (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 were processes in place to ensure there was a positive culture within the staff team. This included ensuring staff were supported, had the right skills and knowledge and were encouraged to raise concerns.

The registered manager told us the vision of the service was, “To give people a positive, happy and healthy life.” Communication was open, and staff felt able to raise issues or share ideas. Staff were supported by their line managers to deliver personal care to the people they supported in line with the provider’s values and culture. Systems and processes had been designed in line with this vision and focused on people and meeting their individual needs.The management team operated an ‘open door’ policy where people, relatives and staff could speak to them at any time to ensure there was an open culture where concerns could be raised and acted upon.

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.

The registered manager had been in post for several years and worked alongside a number of other staff who had also been employed on a long-term basis. This meant there was a stable and effective management team. Staff were committed to people and enabling them to live their best lives. They demonstrated a caring and compassionate approach to people, staff and relatives.

One staff member told us, “Management are very good, always there for us. If we have any problems, we can always go to them. They resolve things quickly and they do a good job, especially [registered manager]. [Registered manager ] is great and looks out for us and we can go to them.”

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

There was a whistleblowing policy in place and staff were aware of this and the procedures they needed to follow. Managers were open, honest and transparent. One staff member told us, “Can always speak up and will be listened to. I take my service users seriously and will tell management if something needs changing to suit their needs. Once I talk to management they listen and make changes.”

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 had a policy to support equality and diversity. The policy ensured all staff worked in an environment which was free from harassment and discrimination. The policy set out how staff would receive equal treatment regardless of their protected characteristics in all aspects of their employment. The registered manager treated staff fairly and with respect, regardless of background, and supported individual needs through reasonable adjustments and inclusive practices. Staff reported feeling valued and supported

One staff member told us, “Everyone is treated equally. We don't tolerate bad behaviour or racism, we work together as a team. If we have issues with colleagues, then we take them to the manager and then discuss it together and ensure staff remain amicable. We work well together and we are proud of the team.”

The service had governance systems and a management structure in place to support oversight and delivery of care. However, these were not consistently effective in identifying and addressing areas for improvement. For example, current auditing and quality assurance processes had not identified required improvements relating to decision-making or the completion of mental capacity assessments. Following feedback, the provider was open to discussion and demonstrated a willingness to improve processes. We will review the effectiveness of these improvements at the next assessment.

The registered manager maintained oversight through regular audits, checks and reviews, and took timely action when issues were identified. For example, they routinely visited each person’s supported living accommodation and undertook a range of quality monitoring tasks including, gathering people’s views about their experiences of using the service and staff views of working for them. Governance systems covered key areas they routinely monitored including; care planning, accidents and incidents, safeguarding issues, complaints, health and safety, medicines management, infection prevention and control, and record keeping.

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.

Partners told us they had no concerns about how staff at the service worked with them.

The registered manager and staff demonstrated they understood the importance of working collaboratively with other professionals. Referrals to health and social care professionals were made when required and the provider worked collaboratively with professionals when people’s needs changed. This helped to promote positive outcomes for people using the service.

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. There were systems in place to monitor quality and inform learning and improvements.The manager was engaged and proactive in ensuring the service continually improved.