The 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 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 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.

The leadership and management team were experienced, skilled and competent. The staff team spoke positively of the registered manager, the management team and senior leaders who were described as, “supportive” “open” and “approachable.”

Staff expressed confidence in the leadership of the service, and how supportive and encouraging leadership impacted on the delivery of good quality outcomes for people. A member of staff told us, “I think there is good teamwork, led by the manager, she sticks to the rules and you know where you stand, for example, time keeping and behaviour, the standards are expected from everybody, she expects everybody to do the right thing by people, and I think that creates a good team culture.”

The provider had communication systems and processes to share information with staff such as meetings and a messaging system. Information shared included celebrations, staff well-being, new staff and staff recognition awards and congratulations.

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.

People and their relatives expressed confidence in the leadership of the service. A person told us, “It is well managed, goodness gracious yes.” A relative said, “I think the registered manager, manages the home well, very helpful management team.”

The registered manager was supported by the provider upon commencement of their role through a comprehensive induction process, and has continued to receive support with ongoing mentorship and support from senior leaders, and through regular meetings, monitoring and oversight.

Staff were complimentary of the registered manager’s commitment and approach towards openness, and its impact on the staff team, and outcomes for people. A staff member told us, “I do think the manager leads by example, she’s often working with staff and supporting care, so I think she really does understand what staff are doing and what people’s experience is. It makes it easy to talk with her because when you raise a question or talk about something in the home, she already knows what you’re talking about.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

Staff were aware of the provider’s policies and procedures that supported them to raise any issues relating to poor practice, concerns and complaints.

Staff told us they felt confident they could use these procedures, and would be listened to, and managers would act. Management meeting records confirmed actions taken to concerns raised by staff. A staff member told us, “The manager listens to people and different people’s points of view, and you feel in team meetings that you can speak up, even if you disagree with somebody else.”

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’s policies and procedures supported equality, diversity and inclusion in the workforce. Occupational health professionals and human resources were available to support the registered manager in promoting an inclusive workforce and facilitating reasonable adjustments where required.

Staff were overall positive about working for the provider. Staff confirmed they were respected and treated equally.

The registered manager understood their responsibilities in line with the Equality Act 2010 and its implications for employees, and informed us of their commitment of a zero-tolerance policy towards any form of discrimination or bullying within the workplace.

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

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.

Staff worked closely with external health and social care professionals to ensure people’s individual care and support needs were fully known, understood and met by staff. This was evident from people’s care records that confirmed there was a collaborative approach.

External health and social care professionals told us communication with the service was good. An external social care professional told us, “The provider has worked well with contract monitoring visits, providing documentation ahead of visits and they had been prompt in completing actions required.”

Feedback from healthcare professionals was positive, they told us how staff supported people to ensure they received the health care and support they needed.

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.

Staff worked closely with external health and social care professionals to ensure people’s individual care and support needs were fully known, understood and met by staff. This was evident from people’s care records that confirmed there was a collaborative approach.

External health and social care professionals told us communication with the service was good. An external social care professional told us, “The provider has worked well with contract monitoring visits, providing documentation ahead of visits and they had been prompt in completing actions required.”

Feedback from healthcare professionals was positive, they told us how staff supported people to ensure they received the health care and support they needed.

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.

The provider’s policies and practices were underpinned by best practice guidance. The provider demonstrated a commitment for continued learning and improvement. The registered manager was involved in local authority network meetings, which supported the sharing and learning of best practices.

External health and social care partners we spoke with as part of the inspection confirmed the service was collaborative and worked in a joined-up way with them.