Stoneacre Lodge Residential 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

Well-led – this means we looked for evidence 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 inadequate. At this assessment the rating has changed to requires improvement. This meant the management and leadership was inconsistent. Leaders and the culture they created did not always support the delivery of high-quality, person-centred care. Changes and improvements to leadership and governance needed to be sustained and embedded throughout the service.

This service scored 61 (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 developed a new shared vision 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. The provider and the management team had implemented a programme of change and transformation across the care home to make improvements to the service following our last inspection. The staff team were being supported through the changes and improvements. The new systems and processes, which supported an improved culture in the service, needed to be sustained and embedded to ensure continuous improvement and development. A person told us, “Oh yes, I think so it is well organised here.”

The provider had 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 and knowledge to lead effectively. The management team were well organised, kind and open to new ideas required to make improvements to the service. They recognised the need to prioritise key actions to implement, sustain and embed improvements to the quality of care and support in the care home. There was a positive working relationship between the provider and the management team. A relative told us, “Yes I know who the new manager is and [the deputy manager] is very good and they make it a lot better.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Policies and procedures were in place which supported members of staff to speak up and voice any concerns they had. Regular staff meetings and supervision sessions were in place to enable staff to talk to members of the management team.

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. The provider had an equality, diversity and inclusion policy in place and they valued diversity in the workforce. There were no concerns raised about diversity or inclusion in the service.

Systems of accountability and good governance were improved at the service. The provider used these to manage and deliver high-quality, sustainable care, treatment and support. They always acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate. The provider had made improvements to systems and processes which supported governance and oversight at the service. The management team carried out monthly reviews and audits which were then reviewed by the provider. We saw evidence where members of staff were empowered to take responsibility for some elements of audits and reviews. There was recognition the management team needed to maintain consistent oversight to ensure all information was reviewed and approved in line with the new governance processes. The provider completed regular governance checklists to ensure compliance with regulations. The new systems and processes needed to be embedded in to practice to ensure sustained and continuous service improvement.

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. The provider had made links with the local community and new partnership opportunities were emerging. The management team recognised the need for continued improvement in the development of community partnerships.

The provider had 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. There was evidence of service development and improvement following our last inspection. The provider had made changes to the leadership and management team which had, in turn, supported change and transformation in the provision of person-centred care and support to people. The learning following our last inspection and the changes to systems and processes needed to be embedded and sustained throughout the service to support continued improvement.