Eastside Gardens

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 service under the new provider. This key question has been rated 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 96 (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 and management team 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.

The nominated individual told us, “The registered manager consistently leads by example through mentoring her team and leading with a clear vision and culture. She leads her team driving organisational values to ensure residents are supported with equity, diversity and inclusion, positive engagement and consistent delivery of high-quality care and support.” This feedback was a summary of what we found and observed during our time on-site and when reviewing documentation remotely.

Staff told us that the registered manager and deputy worked extremely well as a team. Lots of improvements had taken place since the new provider had taken over and how proud they were to work for such an organisation and close working team.

The management team showed us a great deal of very positive feedback about their leadership style and approach. The registered manager and her deputy knew the people who lived in the home and the staff team incredibly well. This awareness allowed for people’s needs and challenges to be fully assessed and needs to have been consistently met. We were told that people, relatives and staff alike had tremendous confidence in the management team. Such feedback included, “It is well managed and I can express my views. I am happy as [relative] is happy.”

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.

All staff told us they thought the registered manager and deputy manager led by example and were incredibly visible in the service. This supported a positive culture. Staff felt leaders had all the required skills, knowledge and experience to lead effectively which supported them to deliver exceptional care. We found the home to be exceptionally caring, welcoming and a friendly home. People told us they were happy to be there, and staff told us that they loved working at the home. Staff were encouraged to share their thoughts and new ideas, and they felt listened to by all levels within the management team.

Systems and processes were in place which demonstrated leaders had received training and development for their roles, and spot checks and compliance audits confirmed the quality of care was being continually reviewed and analysed. Where things had gone wrong leaders had acted with honesty and integrity, applying their duty of candour as and when required. The manager was registered with CQC and had been employed as the registered manager when the current provider took over the home. The deputy manager has worked at the home for multiple years, showing consistency in leadership.

A staff member had taken the time to write a compliment that said, “[Registered manager and deputy’s name] thank you for your remarkable leadership style and for believing in my potential …I am so excited to continue my journey in this department. I am honoured to have your trust…”

People living at the home felt it was well managed and feedback from family members included,” Yes, it’s well managed, I know ... the manager, she listens, yes”, “It’s definitely well managed” and “It’s well managed. They are approachable and you are made very welcome.”

The management team was exceptional at fostering a positive culture where people knew they could speak up and their voice would be heard.

Whistleblowing policies and complaints procedures were in place and provided staff with robust and clear guidance, in line with best practice, on speaking up. A confidential 'Speak Up' hotline was available for staff to raise any concerns. Regular staff surveys were carried out, with feedback shared in the form of "You Said, We Did" updates. Additionally, meetings were organised with residents, their families, and staff members.

The registered manager described a strong emphasis on encouraging everyone—staff and visitors alike—to speak up whenever necessary. Considerable effort by the management team had ensured that all staff members felt confident and safe in their roles, actively involving them and inviting their input to the home's practices We saw how staff feedback consistently highlighted the registered manager’s approachability, her empathy, and her commitment to supporting people with optimum wellbeing.

Feedback from the team consistently emphasised the registered manager and deputy manager’s friendly and accessible natures, their genuine compassion, and their unwavering dedication to ensuring everyone achieved their best possible wellbeing.

HR took part in and completed HR surgeries without any issues arising. This clearly demonstrated that the staff team had received support both strategically and within the home. As a result, an environment was fostered in which staff were encouraged to speak up and participate in open and honest discussions.

Staff reported feeling very confident that any concerns they might raise would be listened to and dealt with appropriately and immediately. Not one staff member raised any concerns about practices at the home. This atmosphere allowed everyone to speak honestly and feel valued, which made continual improvement easier. Staff spoke about the management team (of all levels) being approachable and having an ‘open door policy’ so they knew they could approach management whenever they needed to.

The provider strongly valued diversity in their workforce. They had an inclusive and fair culture which had improved equality and equity for people who worked for them.

The provider strongly valued diversity in their workforce. They had an inclusive and fair culture which had improved equality and equity for people who worked for them. Staff told us they felt valued and where appropriate could give examples of adjustments made to accommodate their needs and circumstances. Where staff were fasting for Ramadan, the registered manager had been responsive and sensitive to staff’s needs. Measures had been implemented that aligned to a person’s faith.

The provider has also been successfully involved in the sponsorship scheme. This scheme meant the provider employed several staff members from outside the UK and sponsored them regular hours at the home nurturing and mentoring them over a period of time. We saw feedback from 1 staff member who had completed their nursing training and was awaiting their professional registration. Whilst another told us that the preceptorship and mentoring, they had received from the management team, and in turn by colleagues, had really increased their confidence and allowed them to ‘settle into the role’. They told us, “A role that I love.”

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.

Systems and processes were effective at monitoring and driving improvement within the service. Audits were in place, and these were effective at identifying areas for improvement and documenting actions taken. The provider had a multi-tier approach to monitoring, which meant all audits and analysis completed by the registered manager, were subject to a thorough review by additional members of the quality team (senior leadership team). This ensured an unbiased approach was taken to auditing. However, there were some shortfalls found with the management of some medicine records which had not been identified prior to this assessment. The registered manager had acted immediately upon the feedback, and effective changes had been implemented.

Statutory and regulatory notifications were submitted without delay, and other professionals were notified where appropriate, through safeguarding notifications. Detailed records were kept of all meetings, discussions, performance monitoring, provider involvement, all with the clear outcome of driving performance and quality of care provided.

Staff told us they felt the service was very well organised, very well run and had excellent and effective communication from leadership and across the organisation. Staff understood the quality processes and what the requirements of their role was in contributing to these.

The provider and management team clearly understood and carried out their duty to collaborate and work in partnership, so services worked seamlessly for people. They always shared information and learning with partners and collaborated for improvement.

We saw evidence the provider involved people and their family in an effective and meaningful way. They demonstrated they had excellent links with the local community resources; through the partnership with their local GP surgery to the community initiatives, they were engaged within. The service pro-actively engaged with staff and listened to their views, acting on their views to shape the service and culture.

The nominated individual told us of an extra project that had been introduced that really helped the home. This was done with the Integrated Care Board and involved supporting a healthcare professional through her Trainee Advanced Clinical Practitioner course. She qualified while working at the home and took part in facilitating training with the care team, supervision sessions, and promoted oral care. She also helped nurses improve their skills and worked closely with the local linked GP, taking part in weekly ward rounds. As a result of this project, people’s health improved.

Leaders had a strong focus on continuous learning, innovation and improvement across the organisation and local system. They always 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 management team had worked alongside the community IPC nursing team as part of the ongoing ‘Decaf Trial’ and its effect on falls. Data shared that evidenced that since the trial had commenced there had been a reduction of falls overall. Plans are ongoing for join a working party to consider implementing decaf drinks into all community settings.

During discussions with the registered manager, she told us of plans to introduce a ‘dementia choir’ to the home following the successful introduction at a previous home.

Kitchen staff had been provided with specialised training which developed their skills and abilities to visually improve the look of pureed food. Also to consider specialised diets, for example, diabetic diets. This had had a positive impact on people’s appetites and intake.

The provider and management had implemented a care home collaboration MDT. This entailed regular meetings with local GP practices, other healthcare professionals and care homes with an agenda that discussed recent significant events and lessons learned. Local care home managers also met regularly via Teams to discuss relevant topics, and they would share best practice. Other collaborations implemented included, regular discussions and working alongside a local GP and Community Matron to reduce hospital admissions, IPC knowledge sessions for all care home staff and a collaboration with the public health team that covered ‘how movement is good for body and mind’. A new initiative that the home is linked with and had been asked to link in with the team to share good practice. Feedback, shared with the team following attending, from one of the public health team included, “thank you for your team’s input and enthusiasm.”

There was evidence of provider wide action plans being completed monthly following analysis of accidents, incidents, falls and safeguarding events. This sharing of lessons learned throughout the provider group developed new innovative systems and promoted improvement in the service.