Elm Park 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

We assessed all quality statements for this key question. Our rating for this key question has changed from requires improvement to good. We found the provider had clear governance systems and processes, which supported the safe delivery of car and helped drive improvement. The registered manager was keen to provide the best possible service to people. They worked within an experienced and committed management team, addressing concerns and mistakes in an honest and proactive way. People and staff spoke positively about the management team, who promoted a positive, caring culture. There was a clear management structure and effective systems of accountability. The provider had effective systems and processes to investigate and learn from incidents and concerns. The team worked collaboratively with people using the service, those close to them, and other professionals.

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 registered manager had a good level of knowledge of people and staff and maintained an ‘open door’ approach to be accessible to people, their visitors and staff. They valued people and promoted a positive culture in the service. When incidents had occurred, the provider had taken action to address all related concerns. This included working in partnership with the local authority to review the service and drive improvement. The registered manager made sure staff understood equality and human rights legislation, and health and social care and health and safety regulations.

The service had a clear statement of purpose and description of the values, which the team aimed to work in line with. Staff had opportunities to attend meetings and training sessions, which supported good communication in the team.

Managers had a good understanding of their regulatory responsibilities. They were enthusiastic about their work and open to feedback and learning. The registered manager felt supported in their role, and staff spoke positively about the leadership in the service. Staff valued the management team and felt they were approachable and competent leaders. There was a supportive and inclusive culture, and equality and diversity were respected and celebrated. Staff told us they felt listened to.

A range of audits were carried out to provide oversight of risk and improvement within the service. This included oversight of the culture within the service, including out of hours visits by managers. People were actively encouraged to be involved in broader decisions about the running of the home. The relationships we saw between people, their visitors and staff were warm and friendly. The atmosphere in the service was calm and relaxed.

The provider had systems and processes in place to foster a positive culture and people felt that they could speak up and have their voices heard. Members of the management team talked openly and honestly about the culture at Elm Park. They told us of the registered manager’s ‘open-door’ policy, to enhance communication in the team by providing available avenues to speak about issues. Staff knew how to raise concerns with the provider or other, outside organisations and told us they felt comfortable to do so if needed. Staff confirmed there were regular meetings and they were encouraged to discuss any ideas for improvement. They told us they were encouraged to speak up, especially about issues they felt might impact negatively on people using the service.

The management team sought feedback about the service through surveys, meetings and reviews involving people, those close to them, staff and other professionals. There was clear information for people and for staff on how to raise concerns, including policies on complaints and whistleblowing. Guidance and support was available to managers when responding to any concerns raised.

Staff told us the management team created and supported an inclusive, respectful culture in the service. Staff told us they felt valued and supported by the provider and enjoyed working at the service. Staff with described being treated fairly and equally in line with best practice guidance and they were supported to complete equality and diversity training.

The provider had clear policies regarding equality, diversity and human rights. It was clear the management team followed these and staff with protected characteristics were supported appropriately and protected from discrimination. This helped to make sure the provider met their legal obligations to staff. Staff said the culture of the service was open, fair and inclusive, and they worked together well as a team. Flexible working was in place to support staff. Some staff told us this supported them with childcare responsibilities.

Staff told us the registered manager had nurtured a positive culture at the service. Members of the management and staff team were clear about their roles and responsibilities. The registered manager explained how they maintained oversight of people’s care. Staff confirmed they were regularly involved in meetings and told us they had opportunities to discuss their opinions and contribute to the governance of the service.

The provider had effective systems in place to oversee and manage the quality and safety of the service. Members of the management and staff team were involved in carrying out a range of audits and checks covering all aspects of the service. There was good coordination of these audits and checks, and findings were discussed with staff. Staff fed back daily about any changes in people's support needs or issues via meetings and handovers, which were recorded and monitored.

When we asked people if they felt the service was well led they spoke positively about their experience. For instance, a person told us, “Yes, I think so.” One person’s relative told us, “I’m pleased with everything that’s going on and I’d say it’s very well led. [the head of care] is such an asset.”

Members of the management team told us the service shared information and learning with partners. The registered manager understood the importance of collaborating and working in partnership. Staff told us they had built positive working relationships with health and social care professionals and worked in partnerships with them to achieve good outcomes for people.

The feedback we received about the service from partner professionals painted a picture of a good service. Health and social care professionals told us staff worked effectively with them. For instance, feedback we saw from one professional included, “Each time I have contacted Elm Park both verbally or via e-mail, responses have been timely and provided with comprehensive care plans and case logs. I have found Elm Park to be solution focussed and person centred – not only for my individual but for your cohort of residents.”

The service worked with a range of partners and had established links with local services and the local community. This included healthcare and social care services, hospitals and community organisations such as local places of worship and schools. Staff were responsive to issues raised and worked together, reviewing and assessing health care to ensure people's needs were met.

Staff spoke positively about of the registered manager and their management team, who they said were accessible, made sure they received support and training and promoted a positive, person centred culture.

The management team were committed to improving the service. Processes were in place to respond to concerns raised by people and relatives, staff, and the local authority. Issues were followed up with lessons learnt to ensure equality of experience and outcomes for people. The management team understood their duty of candour. The registered manager’s response to recent incidents was open and honest and demonstrated a willingness to use lessons learned to avoid similar incidents in the future