Elysium Care Partnerships Limited - 13 Alexandra 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.

The last rating for this key question was outstanding. At this assessment 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.

This service scored 68 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

Some relatives expressed dissatisfaction with the culture at the service. They felt communication needed to be improved. Some relatives told us staff were not always open and transparent. Comments from relatives included, “I think standards have slipped. The home is not the home it once was” and “I would say that some staff are good, but some are stressed.”

Some staff behaviour infantilised people and did not always respect people’s perspective. However, people expressed happiness and had good relationships with staff. Relatives told us they thought people were happy living at the service,

Staff told us they felt there was a positive and inclusive culture. They understood the organisation’s values. They told us they were respected by managers. Comments from staff included, “There is teamwork, and the managers are supportive” and “I think the culture is positive and staff work well together.”

There had not been a regular stable manager working at the service for some time. This meant that some areas of improvement had not been identified or addressed. For example, issues with medicines management, supporting people to engage in meaningful activities, helping people to work towards objectives and the custom and practice of some staff who did not always maintain professional boundaries. We discussed our findings with senior managers and a team of managers who supported the service so they could make the required improvements. The provider had organised for registered managers from other services to provide regular support.

Staff told us they felt supported by visiting managers and the deputy manager. Their comments included, “I find [deputy manager] reliable and trustworthy” and “[Deputy manager] is easy to communicate with.”

Staff told us they were comfortable and confident raising concerns. Staff knew they could raise concerns anonymously using the provider’s procedures for speaking up. Staff told us they felt confident issues would be addressed by senior managers.

The provider had procedures to help support workforce equality, diversity and inclusion. Staff told us their individual needs were met. Their comments included, “Managers are happy to change shifts and allow us to work flexibly when needed” and “My individual needs and requirements are met.”

There were several employee resource groups set up to support staff with their religious, cultural, disability or neurodiverse needs. Information about accessing these and support was available on the staff intranet.

The provider had effective systems for monitoring and improving the quality of the service. These included a range of audits undertaken by staff, managers and senior managers. When problems were identified, the provider developed action plans to address these. Following feedback from CQC about our findings, the provider shared information about action they were taking to make improvements.

The provider shared their most recent service improvement plan. This included findings from their own audits and external feedback.

The provider asked stakeholders to complete surveys about their experiences. Recent responses were positive.

Staff worked in partnership with other professionals to assess, monitor and meet people’s needs.

Managers and staff from different parts of the organisation shared learning and discussed best practice.

People using the service were supported to maintain relationships they had with others outside of the home.

The provider supported staff to undertake a range of training to help them understand about their roles and responsibilities.

Senior managers explained some of the projects the provider was undertaking to help improve services. These included improving how people’s needs were assessed and planned for.

Staff were supported by specialist professionals to learn from incidents and when things went wrong. This helped them to plan personalised care and reduce the number of incidents.