Eltandia Hall Care Centre

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 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 good. At this assessment, the rating has remained good. This meant the service continues to be 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 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.

Staff were supported by their line managers and senior staff to deliver consistently safe, person-centred care to people in line with the provider’s vision and values for the service. Managers told us they routinely used individual and group meetings to remind staff about the provider’s underlying core values and principles.

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. The service had a new registered manager in post who was supported by the long standing deputy manager who were both suitably skilled, knowledgeable and experienced. The feedback we received from people about how the management team including, the internal senior managers, led the service was overwhelmingly positive. A relative told us, “The care home in my experience is managed really well. The deputy manager was so helpful when my [family member] first moved in which we appreciated.” Another added, “We think the care home is very well managed.The managers have always been extremely efficient in dealing with any queries and are always willing to help.” An external care professional also said, “The care home is well-managed because the leadership shown by the management team is good.”

Staff were equally complimentary about the leadership approach of the management team who they consistently described as effective, professional, and friendly. One member of staff told us, “The managers here are all excellent. So supportive and approachable.”

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

The care home had an open and transparent culture where people living there, relatives, external health and social care professionals and staff were all encouraged to raise concerns and without fear. The provider used a range of methods to gather people’s views about their experiences of living, visiting or working at the care home including, what the service did well and what they might do better. This included regular individual and group meetings with people and satisfaction surveys. People told us they felt comfortable raising concerns with the managers and felt listened to. A relative said, “Whenever I’ve needed to raise a concern or make a complaint about anything to do with the care home they [The managers] have always taken the right action to fix things as soon as they can.”

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.

Staff were positive about the leadership approach of the management team who they said treated them fairly. Staff told us there views were always respected and listened to by the registered manager and the deputy manager and they felt valued members of the team. A member of staff remarked, “It’s a great place to work. Hey, we all want more money, but that said, we all work well-together and have an excellent team spirt here.”

Managers understood the importance of having a fair and inclusive workplace for all staff to work in. Staff were provided support through relevant training and supervision to inform their knowledge and understanding of equality, inclusivity and fairness in the workplace.

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 act on the best information about risk, performance and outcomes, and share this securely with others when appropriate.

Governance systems were well-established, effectively operated and used to regularly check and audit the quality and safety of care and support people received at the care home. The outcomes from checks and audits were used to identify performance shortfalls and make any changes as and when required to improve staffs working practices. Managers and senior staff demonstrated a good understanding of their governance roles and responsibilities in relation to assessing, monitoring and managing the quality and safety of the service they provided.

The quality of information recorded and maintained on people’s records, and records relating to the management of the service was sufficiently detailed, up to date and accurate.

The managers and staff understood their responsibilities in relation to regulatory requirements around notifiable incidents. Our records indicated they continued to notify the CQC in a timely manner about any incidents and events they were legally required to. They also understood their responsibility to apply duty of candour and where appropriate apologised when things went wrong.

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.

The provider shared information and learning with partners and collaborated for improvement. Managers and staff told us they worked closely with various external health and social care professionals and bodies who they regularly consulted and welcomed their views and advice. External health and social care professionals confirmed this when they explained they had only positive experiences of working with this provider. An external care professional told us, “ We have a good working relationship with the management and staff at this care home.”

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.

Managers recognised the importance of learning lessons and continuous improvement to ensure people living at the care home received good quality, safe care and support. Managers told us all the audits and checks the provider conducted were routinely analysed to identify performance shortfalls and learn lessons, so the service could continuously improve. When lessons needed to be learnt the provider developed action plans to improve the service they provided people. Staff confirmed information about any lessons learnt and action plans developed as a result were always shared with them during individual and group supervision meetings with their line managers.