Northern Counties Eventide Home 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 provider leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture. At our last inspection we rated this key question requires improvement. During this inspection this key question has improved to good. This meant the provider was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

This service scored 71 (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. All staff told us they liked working for the provider. One staff member said “The manager is lovely, so kind and supportive.”

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 managers were honest and open. They admitted they did not always have robust audits for some aspects of the service, however, were able to demonstrate additional steps they were taking in response to concerns.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff we spoke with told us there was an ‘open door’ culture at the home, and we saw both of these were always discussed during team meetings.

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. One staff member told us they felt like ‘family’ and were treated exceptionally well. They said, “I can always come to [manager] and chat through things.”

The provider did not always have clear responsibilities, roles, systems of accountability or good governance. They did not always act on the best information about risk, performance and outcomes, or share this securely with others when appropriate. There were some audits in place around maintenance and some people’s care plans. However, we found some audits were missing, and though incidents and accidents were analysed, they were not always thorough. We have since been updated by the manager to advise on additional steps they have taken based on our feedback, and how they will ensure this is implemented in the home.

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. For example, the service had good relationships with District Nurses, the Local Authority and GP’s. The provider had good relationships with the Local Authority, district nurses and general practitioners. This meant the manager could request appointments, care or medical reviews and these were allocated in a timely manner.

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. For example, the providers responsiveness from this inspection showed a clear keenness to improve on governance related areas and ensure the home was running as well as possible for the people who lived there.