Eden Court Care 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 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 inadequate. At this assessment the rating has changed to requires improvement. This meant the service was not consistently managed and well-led. Leaders did not always promote high-quality, person-centred care.

The home under a different provider, was in breach of the legal regulation in relation good governance as they had failed to make sure systems for auditing the safety and quality of the home were effective. Improvements were found at this assessment and the home was no longer in breach of this regulation.

This service scored 61 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

Staff and leaders demonstrated a positive shared direction and were focused on learning and improvement. A number of changes had happened which had improved the home. One staff member told us, “Families are so pleased with the changes that have taken place. We feel that the whole atmosphere has improved, decor, staff, food, rooms, care Infact, everything is so different now.” A regional manager had just started at the home who was passionate about making further improvements to deliver high standards of care. Staff also had a clear direction. We observed experienced staff sharing knowledge and learning with new staff.

There had been a number of managerial changes over the last couple of months which impacted the home. We received feedback that there was a lack of support and guidance for staff during these changes and when a manager had been absent. Staff confirmed the management team are now more visible and approachable.One staff member told us, “The registered manager is on the floor to make sure residents and staff are safe and will jump on the floor to help us if needed.” Another staff member said, “I would say about the management, he is very supporting, he is good with the staff and residents”

The home had fostered a positive culture where people felt they could speak up and their voice would be heard. Staff were also encouraged to speak up about any concerns they may have. Regular staff meetings were held with staff to discuss the home and people’s care. Feedback was sought from staff. There was a whistleblowing policy in place which was understood by staff.There were posters in staff areas raising awareness of how to report or act on abuse.

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 culture of the home was continuously reviewed through regular meetings, supervisions and feedback surveys.

The provider had systems in place to ensure oversight of the home. Audits were completed regularly; however, they did not identify some of the issues we found during the assessment. Information from audits was not robustly analysed to drive improvement and prevent reoccurrence. The regional manager informed us they were in the process of assessing the home to identify where improvements were needed, they would then generate an action plan to support the implementation of any changes and improvements. Following our feedback, the registered manager and regional manager acted promptly to address concerns raised. The local authority were also closely monitoring the home who told us that improvements were being made.

Prior to this assessment, we had received a number of concerns from partners about staff at the home not being proactive and seeking advice or support from health professionals. However, the home was improving in this area and utilising the support from their GP to raise concerns early. The home received positive feedback from other partners about their current partnership work. Partners shared that the home was making improvements and sharing information when needed. The registered manager understood their duty to collaborate with external agencies.

The provider gave opportunities to everyone to give feedback and make any complaints if needed. Feedback could be shared in different ways and was positive. We reviewed the complaints log and found complaints had been recorded and investigated, but actions had not always been followed through. This was shared with the registered manager who took prompt action to address this.