Eccleshare Court

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 assessment we rated this key question good. At this assessment the rating has remained 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.

Leaders promoted an open and collaborative culture where staff were encouraged to contribute ideas and support improvements.

Staff spoke positively about the leadership within the home and described leaders as approachable and willing to listen to feedback. Staff meeting discussions demonstrated leaders actively sought staff views and encouraged them to raise concerns and contribute to service development. Staff described improvements in communication and welcomed the opportunity to be more involved in decisions affecting the service.

Leaders had identified areas requiring improvement and were taking steps to address these, including responding to training needs and reviewing opportunities to further develop staff knowledge and practice.

Leaders were visible, approachable and supportive.

People, relatives and staff spoke positively about leaders within the service. One relative told us, "I have talked to the new manager, and they are all very approachable." Another relative said staff and management kept them informed and described them as "very vigilant".

Staff described leaders as approachable and told us they felt comfortable discussing concerns and seeking support when needed. We observed positive interactions between leaders, staff, people and visitors throughout the inspection.

Leaders demonstrated an understanding of the challenges facing the service and were able to discuss actions they were taking to support staff and improve people's experiences. Staff feedback indicated leadership had become more visible and communication with the management team had improved.

Staff felt able to raise concerns and challenge practice without fear of negative consequences.

Staff told us they felt comfortable speaking up and gave examples of raising concerns and suggestions with leaders. During staff meetings, staff openly discussed issues relating to a range of areas they felt needed addressing to improve the service. Leaders encouraged these discussions and sought staff views on potential improvements.

Staff described a culture where concerns could be discussed openly and where they felt their views were listened to. This supported an environment in which staff were encouraged to contribute to learning and improvement within the service.

Staff experienced positive working relationships and felt respected within the workplace.

Staff did not raise concerns about bullying, harassment or unfair treatment and described positive working relationships with colleagues. Staff spoke positively about teamwork and told us they supported one another to meet people's needs and manage the day-to-day demands of their roles.

The provider had governance systems in place to monitor the quality and safety of the service. However, areas for improvement identified during the inspection demonstrated that these systems were not always effective in identifying concerns and driving improvement at the earliest opportunity.

We identified instances where statutory notifications had not been submitted to CQC within the required timescales. Although this had not impacted people's day-to-day care, it demonstrated that governance systems were not always effective in ensuring regulatory responsibilities were consistently met.

Leaders had recognised the need for change and were taking steps to improve record keeping and support staff development. An action plan was in place to support ongoing improvements, demonstrating a commitment to strengthening the quality and oversight of the service.

The service worked in partnership with relatives, healthcare professionals and the local community to support people's wellbeing and experiences.

Relatives described positive communication with the service and told us staff worked collaboratively with them to support people's needs. People were supported to access healthcare services when required and referrals were made to external professionals to help ensure people received appropriate care and treatment.

People were encouraged to remain connected to their local community through a range of activities and events. Relatives spoke positively about community involvement and described people attending local venues and participating in activities outside the home. Feedback from relatives and staff indicated the service had developed positive relationships with those involved in people's care and support, helping people maintain connections that were important to them and supporting positive experiences.

Leaders demonstrated a commitment to learning and improvement and were taking action to address identified concerns.

Leaders had developed an action plan in response to areas requiring improvement and were implementing a range of measures to strengthen practice across the service. This included reviewing systems, increasing oversight and supporting staff development.

The action plan demonstrated leaders were willing to reflect on feedback, recognise where changes were needed and take action to improve the quality of care and support provided. Whilst some improvements were still being embedded at the time of the inspection, there was evidence of a proactive approach to learning and continuous improvement.