Eden Holme Care

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

The provider implemented effective systems to monitor and mitigate known risks in order to keep people safe. The provider had made improvements and was no longer in breach of regulation 17 of the Health and Social Care Act 2008 (Regulated Activities) Regulations 2014. There were effective governance and management systems. Information about risks, performance and outcomes was used effectively to improve 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.

Leaders demonstrated a positive, listening culture that promoted trust and understanding between them, staff and people using the service. People and staff felt they could speak up and their voice would be heard. Staff felt listened to and told us the manager had an ‘open door policy’ which meant they could speak to a manager when needed.

The provider had an up-to-date statement of purpose which detailed the values of the service. We found the management team had a clear vision on the culture they wanted to provide. This was demonstrated by the provider’s audit analysis which detailed the improvements the management team were working on.

Leaders demonstrated their skills, knowledge and experience to lead effectively. Staff felt listened to and had regular opportunities to share their thoughts and ideas. Staff felt supported in their roles and how the manager had an ‘open door policy’.

The provider ensured systems were in place to always ensure consistent leadership in the service. The management team understood their responsibilities about how to provide good care to people. Staff also understood their roles and responsibilities and received regular supervisions and checks of their competence.

Staff felt able to speak up if they had any concerns. Staff also understood where they could report any concerns outside of the organisation. Leaders told us how they enabled a supportive and open culture which promoted staff to discuss any concerns they had. Staff and relatives told us the manager had a visible presence in the service.

The provider implemented a whistleblowing policy for all staff to understand the process for raising concerns and how they could expect to be protected through this process.

Staff had received training in equality and diversity and how they applied this in their day-to-day practice. The provider told us how they were committed to developing staff and promoted career progression within their services.

The provider had policies and processes in place to protect and promote the rights of the people using the service and the staff team.

The management team told us about the systems and processes they had in place to ensure all aspects of the service were regularly audited and how audits were analysed to drive any improvements they identified. Staff told us how they recorded information and communicated changes to the management team which fed into the audits and analysis in place.

The provider had plans in place detailing the actions to be taken in response to unusual circumstances or events to support continuity of care for people. There were systems in place to monitor the quality of the service, which included audits and regular checks completed by the management team and provider. Manager daily walk rounds were completed carrying observations of the environment, speaking with people, and checking care records.

People, and/or their representatives were involved in reviewing their own care and support needs. with relevant specialist practitioners where required. People’s care records were kept up to date and staff understood how to meet people’s needs.

The staff team worked with other professionals to help ensure people's changing needs were monitored and met. Relatives told us how the service linked in with external professionals such as the GP, who regularly visited. Regular written updates were developed by managers.

Partners told us the provider had worked with them to improve outcomes for people. The provider had been involved in developing more effective systems to ensure people’s health needs were met in a timely way.

The provider implemented systems to engage with stakeholders, to gain their feedback and implement more effective systems. Effective partnership working was in place to support people to access appropriate healthcare. Records confirmed people regularly saw other professionals when needed including GP’s and other health care practitioners. Ward rounds regularly took place where a health care professional visited the home, reviewing people had acute or ongoing health issues.

Staff received training that was suitable for their roles, staff told us their training was continually refreshed and regular observations of their practice took place. One staff member told us, “The training is very good, we have lots of updates monthly and annually”.

The provider had developed innovative systems to aid the delivery of person-centred care. For example, we found processes in place which positively supported during times of them experiencing fluctuating capacity. We also saw evidence of the provider’s commitment to staff training and competence as regular training events took place to refresh staff’s knowledge and understanding.