Holly Tree Lodge EMI Care Home

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 79 (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. People, their relatives and staff were regularly asked for their feedback about the service, and this information was used to help shape the service. The service fostered an environment where people felt included. A relative told us, “When I was shown round the home, they told me ‘[relative] will become part of our family’, and I feel that’s what has happened.”

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 told us they felt supported by leaders at the service and felt listened to. A staff told us, “If you mention there is something you are not happy about, they will talk to you about it straight away” and “The manager is 100% supportive.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Policies and procedures were in place to support staff to speak up. Staff told us they felt confident they could raise concerns within the service should they need to, and that these concerns would be acted upon.

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 received a handbook at the commencement of their employment which outlined the providers policies around equal opportunities and non-discrimination policies to ensure staff understood their rights. Staff told us they felt supported by managers at the service and felt listened to by leaders.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver high-quality, sustainable care, treatment and support. They always acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate. The registered manager had implemented a robust regime of governance within the service. Regular auditing of care plans, daily records, risk assessments, medicines management and the environment were taking place. Where issues were identified leaders rolled out learning packages to staff to address issues quickly. Records showed that staff supervision focussed on continual improvement within the service, where required support and guidance was given to staff to empower them to complete their roles to the best of their ability. Managers were visible within the service; they led by example and both staff and people using the service and their relatives felt comfortable approaching managers and working cohesively with them.

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. Staff and leaders sought out opportunities to engage with the local community, for example records showed that the service had made links with local veteran’s groups and supported people participate with these. The service worked well with people’s family members who were welcomed to take part in activities and events led by the service.

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 and research. The registered manager showed a commitment to continual learning and development within the service. Where new approaches to care or technology was available to trial, the service was open to piloting schemes and assessing the outcomes for their service. For example, the service was trialling new types of assistive technology within the home and was actively assessing the impact of this.