Eliezer Supported Living Services Limited

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.

This was the first assessment for this service. This key question has been rated 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 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.

The management team had implemented systems to deliver a positive experience, and good quality of life for people. Any shortfalls identified in care quality were promptly addressed. For example, there were audits in place to show when mental capacity assessments were completed, the outcomes of such assessments, and the dates when they should be reviewed.

Staff were effectively supported to share their views through regular, meaningful supervision sessions. These covered their own mental, emotional and physical wellbeing, along with areas where they wanted to progress or receive further training. One staff member told us, “There is clear communication. The management team are hands on and involved as they sometimes cover calls.”

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 management team showed empathy, compassion and drive to ensure a high-quality service for people. The registered manager showed strong leadership qualities, and a passion for improving and growing the service.

People and their relatives gave positive feedback on the ethos and culture of the service. One person said, “I have no problem in contacting them and they respond to my queries quickly. The service employs lovely, caring people, and I look forward to them coming and would definitely recommend the service.” Another person said, “I have a good relationship with the manager, and they always do their best to accommodate. The manager listens and is understanding and I would recommend the care company.”

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

The provider listened to and valued feedback when it was received. They used feedback as an opportunity for enhancement and service improvement under their quality assurance processes.

People and their relatives felt confident in speaking with the management team and receiving a prompt response. One relative told us, “The manager is easy to get hold of, I would email them, and I always get a response. I am involved in the care plan and have a copy. A survey has been completed, and the care plan has been reviewed, this is sometimes done over the phone.” Another person said, “I don’t know all of the management. I would ring if I had any concerns and believe they would act on anything.”

Staff felt confident in speaking up and feeling heard. The provider had a freedom to speak up policy, which staff were provided with during their induction. One staff member told us, “We have regular meetings and supervision are held. The management emphasises the need to follow the policies.” Another staff member said, “The management are transparent, they work together with carers. They are open to new ideas, changes can be made by engaging staff for their contributions, as we are the ones who represent Eliezer when working in the community.”

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 service had an open and transparent, positive culture. The service employed staff from diverse backgrounds, some of whom were from overseas. The background and culture of people and staff was fully respected by the service. Staff were supported to progress in their chosen career.

Staff felt the training they had access to, fully supported them in their roles. Staff felt confident in their roles to provide quality care for people.

The provider 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 shared this securely with others when appropriate.

The management team continuously monitored and managed quality, to inform service development and improvement. The registered manager had a robust service improvement plan in place to enhance and grow the service.

The new electronic care planning system, once fully embedded, would allow the management to continually audit care outcomes and review these promptly. The service took a ‘whole team’ approach to ensuring high standards were upheld.

The provider understood their duty to collaborate and work in partnership, to make sure services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement.

The provider ensured they worked well with external teams, to ensure people received the care and support they needed. For example, ensuring referrals were made to external teams where a need was identified.

Staff felt confident in sharing information with partner agencies, where a need was identified. One staff member told us, “For instance, we are able to speak to the social care, single point of access, (SPA) to make referrals.” The service had received positive feedback from a member of the emergency services, regarding the support from a staff member, during an emergency call to a person. The service praised the staff member’s ‘care, support and compassion’, describing them as an ‘asset to the company’.

The provider focused on continuous learning and improvement across the organisation and local system. They encouraged delivering equality of experience, outcome and quality of life for people.

We saw learning from incidents was shared widely amongst the staff team to ensure care quality could be improved. Where a person had sustained an injury, for example following a fall, we saw the management team had completed a ‘root cause analysis’ to look at any learning required. Where improvements were needed to practice, or changes to a person’s care planning, these had been completed promptly to reduce the risk of reoccurrence.

People and their relatives felt the service listened to their views in order to review or improve their care and support. Staff felt valued by the management team and supported to continually develop in their roles.