Ruskin Lodge

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 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 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. Staff told us they understood the vision and values of the service and were passionate about ensuring people received a high-quality service to meet their individual needs. This shared ethos was reflected across the team, with a clear commitment to equity, inclusion, and delivering person-centred care. The registered manager was described as both, “Passionate and approachable”, and staff felt encouraged to share ideas and be actively involved in shaping the service. One staff member told us, “Management are supportive.” Policies relating to equality, diversity and human rights were up to date and aligned with best practice guidance. Regular team meetings and supervisions helped reinforce the provider’s strategic aims, while quality audits and action plans demonstrated a strong focus on learning and continuous improvement.

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. Leaders demonstrated a clear commitment to compassionate and inclusive leadership. The registered manager was visible, approachable, and actively involved in the day-to-day running of the service. Staff consistently described feeling valued and supported. One staff member told us, “Oh yes, they [management] are really supportive.” Leaders modelled respectful and inclusive behaviour, fostering a culture where staff felt comfortable to raise ideas and concerns. Supervisions and team meetings were used effectively to reflect on practice, support development, and ensure everyone felt involved in the service’s continued improvement.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff told us they had no issues approaching management, with one staff member adding, “If I had an issue, I would raise it.” Open communication was actively encouraged by the leadership team, ensuring everyone’s voice was heard without fear of negative consequences. Clear policies supporting whistleblowing and raising concerns were in place, with staff regularly reminded of these procedures.

The provider valued diversity in their workforce. Staff worked towards an inclusive and fair culture by improving equality and equity for people who worked for them. The provider demonstrated a strong commitment to workforce equality, diversity, and inclusion. Policies were in place to ensure fair treatment and equal opportunities for all staff, reflecting current best practice and legislation. Staff reported feeling respected and valued regardless of their background, with a workplace culture that promoted diversity and inclusivity. Staff told us the environment was supportive and welcoming due to open communication, teamwork and approachable leaders. The leadership team actively promoted awareness and understanding of equality and diversity, embedding these values throughout recruitment, training, and daily practice.

The provider had clear responsibilities, roles, systems of accountability and good governance. Staff used these to manage and deliver good quality, sustainable care, treatment and support. Staff acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

Management regularly reviewed performance data, risk assessments, and outcomes to inform decision-making and drive continuous improvement. Robust quality assurance processes, including audits and action plans, were in place to monitor all aspects of service delivery, with findings used to enhance practice and address any areas of concern promptly. A staff member told us, “I know the boundaries of my role and when to escalate concerns.”

The leadership team maintained open and secure communication channels for sharing relevant information with external partners and regulatory bodies when appropriate, ensuring transparency and compliance. Staff were aware of their individual responsibilities within this framework and felt confident in raising concerns or suggestions, contributing to a culture of shared accountability. The provider ensured they had enough skilled and experienced staff by planning ahead, retaining staff and providing regular training.

The provider understood their duty to collaborate and work in partnership, so services work seamlessly for people. Staff shared information and learning with partners and collaborate for improvement. The provider supported strong partnerships with external health and social care professionals to ensure seamless, coordinated support for people. Collaborative working with GPs and community services helped meet individual needs promptly and effectively. Staff communicated regularly with these partners, sharing relevant information to maintain continuity of care and avoid duplication. The provider encouraged people to engage with their wider community, supporting visits and outings that promoted social inclusion and wellbeing. Through these relationships, the provider demonstrated a commitment to understanding and responding to the diverse needs of the people it supported, strengthening connections within the community and enhancing overall care experiences.

The provider focused on continuous learning, innovation and improvement across the organisation and local system. Staff encouraged creative ways of delivering equality of experience, outcome and quality of life for people. A commitment to continuous learning and improvement was evident, with a culture that encouraged staff reflection and development at all levels firmly embedded. Regular audits and quality assurance processes identified areas for improvement, with action plans implemented and monitored to ensure these improvements were achieved. Feedback from people and their families was actively sought and used to inform improvements, helping to shape a responsive and person-centred approach to care. Staff were supported to develop their skills through ongoing training, including the introduction of new e-learning platforms like ‘Flourish’ to broaden learning opportunities and keep pace with best practice. Leaders promoted innovation by encouraging staff to share ideas and explore new ways of working that could improve outcomes for people. Lessons learned from incidents or complaints were openly discussed and integrated into practice, reinforcing a transparent and accountable environment.