Elysium Care Partnerships Limited - 89 Ewell Road

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

We did not look at Shared direction and culture during this assessment. The score for this quality statement is based on the previous rating for Well-led.

The provider had inclusive leaders at all levels who understood the context in which they delivered care 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 were promoted within the organisation where they demonstrated the organisation’s values of kindness, integrity, teamwork and excellence. Leaders spoke passionately about their motivation for working in care as well as their ambitions for the service.

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

The provider had a clear whistle blowing policy and freedom to speak up procedure in place and worked with whistle blowers to ensure issues were investigated appropriately. There was an independent “speak up guardian” in post within the organisation for staff to contact in relation to concerns.

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. We saw the provider had clear diversity policies in place and had demonstrated a commitment to having a diverse workforce that was fair and inclusive. Both the manager and deputy manager gave us examples of actions they had taken to improve access to work to staff who needed various adjustments.

The provider cared about the wellbeing of staff and took action to ensure their wellbeing was supported so they were able to support people.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care and support. Staff were clear about their roles and responsibilities and these were shared with staff through clear job descriptions before they started work. Daily responsibilities were also clarified through handover meetings where responsibilities were discussed and agreed and shift plans were drawn up to formalise responsibilities and ensure work was done as required. Staff confirmed their responsibilities were outlined and everyone knew what they were supposed to be doing. One staff member told us, “Everything is made very clear.”

The provider acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate. Numerous audits were conducted to ensure the provider had the latest information about risk. Action plans were drawn up, as required, based on the results of auditing and these were followed as needed.

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 confirmed they worked with a range of professionals including medical professionals, behaviour specialists, psychiatrists, and funding authorities to ensure a joined-up approach to care and support. They gave us a recent example of how they worked with a range of professionals to support one person’s needs and resolve the issues that had arisen in their care.

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They had a clear programme of audit in place which took place weekly, monthly and annually to ensure standards were being met and lessons were learned where improvements were required. The provider sought and acted on feedback from staff, people using the service and their relatives to ensure any issues were identified and acted on.

The provider ensured any further learning was effectively disseminated to staff through supervisions and handover meetings. This ensured any required changes were understood and embedded into practise.