Eachstep Blackburn

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. The service had made improvements and is no longer in breach of regulation. Governance systems were designed, used and monitored to improve the service provided. However, these systems did not identify the concerns we identified. The providers governance systems were under review. Staff were supported by the management team and communicated changes and good practice to them to support positive outcomes for people. There was an open culture and team working was evident. Any lessons learned were actioned identified and shared with staff.

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.

We observed staff and management promoted a positive culture, with people enjoying their company, and seeking to spend time with them. Staff understood equality and human rights, and this was reflected in our observations. Staff told us the registered manager had created a listening culture that promoted trust and understanding. The director told us, “The home has gone from a home with issues to one that is homely. [Registered manager] have worked to build capacity and there has been a reduction in the use of agency staff. She is a cracking manager, a really good leader and well thought off.” One staff member told us morale was good because, “We all want the same, to give residents the best life we can.”

When incidents had occurred, the provider had taken action to address the concerns. This included working in partnership with the local authority to review the service and drive improvement.

Feedback indicated the provider was visible within the home and had the skills and knowledge required for their role. Comments included, “[Registered manager] gives appreciation cards if you've done something extra or done something really well. That means a lot, she recognises what we do.”

The registered manager maintained a high level of visibility within the home, which gave them a high level of knowledge on the service, people, and staff issues. We observed the management team model behaviours that valued people and promoted a positive culture within the home.

Staff told us the management team were visible within the home and were confident they would listen to any concerns they raised. People, relatives and staff had the opportunity to speak up formally through scheduled meetings, informally as the registered manager spent time in all areas of the home and anonymously using suggestion boxes within the home. There was a ‘you said we did’ board in reception that showed how people’s feedback had been acted on.

Staff told us that management had driven improvement within the home and with their personal development. We observed and took part in open and transparent conversations which promoted their integrity. The provider had policies to support staff to speak up, raise concerns, drive improvement and keep people safe.

Staff told us the provider valued them and they worked together as a team and enjoyed working at the service.

The provider welcomed diversity in the workplace. Policies and procedures supported this. Relevant legislation and best practice guidance was implemented to ensure staff were treated in a fair and equitable manner. Recruitment processes supported fair employment opportunities.

There was a lot of praise for the registered manager. One person told us, “[Registered manager] had an open door policy, and this makes all staff good and approachable.” One staff member commented, “[Registered manager] is on the floor all the time, she carries out observations, you get a sheet if she thinks you can improve and you record how and give it her back.”

The provider told us they were in the process of introducing new governance systems across the organisation. They had established systems to check the quality of the service. There were clear governance, management and accountability arrangements. However, we did find some concerns around risk, quality assurance and data security that had not been identified through governance systems. Staff understand their roles and responsibilities. We observed management were visible within the home and knew people well and were knowledgeable on people and their likes and support needs.

Staff and the management team supported people to access key organisations for support with their care.

People were supported to access additional health and social care through close working partnerships with external stakeholders. This ranged from district nurses, GP’s, hospital discharge teams to visiting entertainers.

Feedback received informed us the service worked in partnership with health and social care professionals. For example, working to deliver quality improvement through working with visiting social care experts and deprivation of liberty assessors when applications were made to deprive a person of their liberty.

The service worked in partnership with other agencies. These included healthcare services as well as local community resources. Records showed that staff had contacted a range of health and social care professionals. This enabled people’s health and wellbeing needs to be assessed so they received the appropriate support to meet their continued needs.

Staff completed ongoing training to support them in their role and ensure a consistent approach to care and support. Staff had supervision meetings to discuss any learning needs, and daily handover meetings helped to ensure any important information about people was shared and acted upon as required.

The registered manager had processes to share good practice with other homes within the organisation. The registered manager led on promoting best practice within the organisation. They mentored new managers who visited from other homes to observe their positive work practices. The registered manager had a good understanding of how to make improvement happen. They had oversight and action plans to drive improvement, promote staff wellbeing and enhance people’s quality of life.