Eversley Rest 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 inspection we rated this key question requires improvement. At this inspection the rating has changed to good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

At the last inspection we identified a breach of legal regulation in relation to the overall management of the service and quality checks. The provider had made improvements and were no longer in breach of this legal regulation.

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.

People received care in a service which had a shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion and engagement. People, their relatives, and staff all felt listened to by the service. Everyone felt their views were valued and respected. People were encouraged to provide feedback on the care they received, and this helped shape their service. A person told us they were asked for their views but felt they could not make any recommendations as the home was well run and met their expectations.

People were supported in a home which had a supportive management team who knew them well and understood their individual needs. The management team embodied the culture and values of their workforce and organisation. The management team and provider had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.Everyone we spoke with including people, relatives, and staff found the management team to be open, receptive and supportive. One staff member told us they felt very well supported by the provider who knew and supported their personal circumstances meaning they were able to work effectively with people.

The service fostered a positive culture where people felt they could speak up and their voice would be heard. Everyone, including people receiving a service, relatives and staff felt able to openly speak up about anything that concerned them. People were asked regularly about their views and felt their contributions were valued. Staff members had access to policies which informed their practice including the whistleblowing policy. All those we spoke with felt they would be supported if they needed to raise a concern. One person told us they knew the manager well and had a laugh together. They went on to say they felt comfortable talking with them about anything they needed and were confident they were heard.

People lived in a service that valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who work for them. All staff members stated they felt they were treated equally. They said managers checked with them to ensure they were not being subjected to any discriminatory or unfair treatment.

The service 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 share this securely with others when appropriate. The provider revised their quality checks and had effective oversight to identify issues and address them in a timely way. For example, following feedback the management team identified improvements in how they communicated people’s care and support with them and if needed those close to them. This demonstrated a proactive approach to driving good care.

The service understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborate for improvement. People were supported by staff and the management team to engaged with the local communities and partners. This included GP’s, District Nurses and others involved in their care and support. All those with spoke with told us they felt any healthcare issues were passed promptly to ensure they received effective and joined up care.

People received care from a service which focused on learning and improvement. They actively contributed to safe, effective practice. Quality checks were instrumental in driving good governance within the service. There were checks on care and support plans, medicine administration and with the physical environment. People were engaged in questionnaires about their care on a regular basis. Any changes or improvements were communicated to people and those close to them. No one we spoke with could identify any improvement with the care they received. One person said, “We all get on, its lovely.”