Elysium Care Partnerships Limited - 1 Lichfield Lane

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 requires improvement. 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 75 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The registered manager shared a clear shared vision of the service with staff and was developing a strategy and culture to achieve it. Participation and transparency were encouraged, and people’s wellbeing was at the centre of planning.

People received their care and support from a cohesive team who shared a common vision for the service. The registered manager promoted a positive culture among the staff and encouraged the involvement of relatives. One member of staff told us, “We are a unique team. We are driven and supported by our manager. And the families are really, really involved." Another member of staff said, “The culture of the service has changed. This has led to a change in the quality of life for people.” The provider arranged team building days for the staff to improve communication, skills and knowledge and engagement. This promoted an open and inclusive culture.

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 felt supported in their role by the registered and deputy managers who were experienced and knowledgeable. Staff received supervision, appraisal and training. Following incidents, staff were supported with debriefs and learnt lessons were shared with the team.

The mental health of staff was promoted. One member of staff was designated their ‘well-being lead’ and staff had access to a confidential counselling service should they require support. This meant the provider was compassionate and caring towards staff.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff told us they felt comfortable sharing their views. One member of staff told us, “The registered manager is very receiving of ideas.”

Staff understood the provider’s whistle-blowing policy and a member of staff had the designated role of ‘speak up guardian’, whose role it was to encourage and amplify the opinions and concerns of staff. Speak up posters were displayed in the office promoting an open and transparent culture within the service.

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 staff team was culturally diverse, which reflected the people they supported. People were supported to eat foods that reflected their religious, cultural and individual preferences. The service drew on the experience of staff and relatives to host cultural days when people could experience the cuisine and clothing of different cultures. At the time of the inspection staff were planning an English cultural day. Where people chose, staff supported them to attend places of worship.

The provider demonstrated good governance in the management of the service. The registered manager oversaw a system of delegated responsibilities which enabled staff to develop skills and confidence in a range of areas. For example, staff took leading roles in infection prevention and control; food safety; keyworking; and health and safety checks. This meant a culture of individual ownership for improvements at the service was promoted throughout the staff team.

The quality of care and support people received was routinely checked. The registered manager conducted a range of audits. These included checks of care records, staff training and support, fire safety and medicines. Additional checks were undertaken by regional leaders and the provider’s quality assurance team. Where shortfalls were found, action plans were developed, implemented and reviewed for satisfactory completion. The provider’s leaders reviewed quality auditing data from across the organisation to identify themes and trends. This information was used strategically to drive improvements in services.

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.

People benefitted from the provider’s collaborative approach to working with other organisations. For example, staff facilitated visits to the service from aromatherapists and supported people to attend hospital outpatient’s appointments. The service worked in partnership with social workers, healthcare professionals and behavioural support therapists to assess and meet people’s needs.

People were supported to engage in a range of activities. For example, staff supported people to go on day trips to locations such as Kew Gardens, Thorpe Park, horse racing and the zoo. People accessed local community facilities such as the cinema, gym, swimming pool and eateries. Staff supported people to build relationships within the community by hosting activities such as barbeques and garden parties to which relatives and neighbours were invited.

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 and effective practice.

There was a learning culture within the service. Staff received on-going training, and ideas for improvements were discussed at lengthy handovers, team meetings and in individual staff supervision meetings.

A person-centred approach by the registered manager and staff team was reflected in their support for people’s communication. One member of staff told us, “Everyone here is very different. Some communicate through Makaton, some use pictures, some move you to what they want or gesture. We have to learn and adapt to each person.” Another member of staff said, ”People’s signing is personalised and unique. Staff have to learn them.” This meant through shared learning staff improved their understanding of people’s needs and preferences.