EVHM LLP - 5 High Beech Close

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 newly registered service. 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.

All staff worked together to ensure a quality service for people. There was an open-door policy, and staff had the opportunity to take part in the running of the service by contributing their views at supervision meetings and staff meetings. Although there had been a change to the company, the vision and values had not changed, and staff knew how these applied to their role.

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.

Staff told us they were supported to work in their roles. The deputy manager told us they felt comfortable stepping into the registered manager’s role when she was on leave. Staff were clear about the role and responsibilities of each staff member. The registered manager also felt supported by senior management who visited periodically to audit the service and to provide ongoing support.

A professional told us, “Communications with the managers is very good, for example, when I ask for any supporting documentation or feedback from them, I usually receive this in a matter of days.”They also said, “This is a stable and cohesive team that work together, whilst also remaining positive and cheerful in their approach.It has been a pleasure to work with them.”

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

Systems were in place to ensure people, staff and visitors could share their views. Staff told us the registered manager was always available to them if needed. Staff were aware of the whistleblowing policy. Staff told us they had opportunities to share any concerns or suggestions for improvement through supervision meetings and house meetings. A staff member told us, “We don’t have to wait for meetings there is an open door, and I feel confident to call on the manager or deputy whenever I want to talk about anything.”

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.

We were told that there was a staff vacancy for a senior carer and several internal staff had applied which reflected positively on the service and the support provided. The registered manager told us there would be someone independent involved in the selection to reduce the risk of any unconscious bias and to make it fair to all concerned.

Staff told us they were treated fairly by managers at the home and felt valued in their roles. A staff member told us, “The organisation has grown and changed but they have remained person centred and value the contributions made by all the residents and staff.”

Some aspects of the governance were not effective. The last annual surveys had been completed in 2022 and the results published in 2023. Feedback involved telling those who completed the survey that all points would be considered but it was not clear what if any actions had been taken as a result. It was stated that responses were low, but it was not clear what percentage of people, relatives or staff participated.

House meetings were held regularly and demonstrated that people shared their views and wishes in relation to a wide range of matters. It was not clear from the minutes if the issues had been addressed or if people had a response to the issues they raised. The registered manager was clear that this was a recording issue, and that people would have been given responses to the matters raised.

There were a wide range of audits completed to support the running of the service, but it was not always clear if the actions taken had been addressed. The registered manager assured us they had been completed. In addition to these, an external manager visited the service periodically or carried out a desk review of the running of the service. Any shortfalls identified through this process were fed into a service improvement plan with clear timescales of achievement.

The provider shared information with staff and people about the policies and procedures and these were reviewed annually. The provider had a business continuity plan, to help ensure the service could continue running during and after disruptions.

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.

Managers had worked with people, their representatives and staff to build a culture that focused on enabling people to enjoy their lives. There was regular engagement with people and their families, and the service worked hard to create links with local communities. For example, over the past year staff had reached out to local services such as the police, fire service and RNLI. People had either visited these services or a representative had visited the organisation to give talks to people. One person who was particularly fond of football had been given VIP passes to watch home games and good links were forged with the football team.

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 registered manager was open and responsive to our findings during our assessment and acted immediately on any areas of improvements we identified. They were passionate about providing person centred care to the people living in the home and had plans to improve people’s experiences further.

Staff told us they were being encouraged in self-development and were offered opportunities for further training. We were told that regular meetings were held with other managers within the service so that there were opportunities to share ideas and give support to each other. Managers within the service attended local registered manager’s forums and minutes of these meetings were shared within the organisation.