Field 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 providers 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 and people using the service felt there was a positive culture at the service.

People who used the service, staff and their relatives, were invited to attend regular meetings where information about the service was shared.

The registered manager encouraged feedback and suggestions to help drive improvement and ensure the service continued to meet people’s expectations. Comments included, “There are lots of opportunities to talk to someone to make a suggestion.” “Yes, they ask all the time for feedback.”

The registered manager was also aware that they didn’t always get things right but would always look to undertaking a review and were very receptive to ideas and ensuring they get things right.

The providers 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 registered manager was clear about their roles and responsibility within the service. There were mixed views from people, staff and relatives about the registered manager being visible. Comments included, “My impression is that management could be more hands on and help out and have more of an awareness of what is going on.” “I would go to the manager. She always listens; her door is always open. She will listen and will deal with it” “I don’t know the manager very well.” “She is very approachable and visible around the home, and I can talk to her if needed.”

Staff told us they felt supported in their roles and found the manager approachable. A staff member told us, “The manager has an open-door policy.”

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

Staff told us they felt confident to speak up and were assured they would be listened to. They said they had regular opportunities to raise ideas or concerns during one-to-one supervisions and staff meetings. A staff member said, “We are able to speak up at any time and there are days when external managers come in and we are able to speak with them.”

The service have a colleague voice representative who all staff members can go to raise any matters including concerns. There is the national voice representative meeting which is held for them to attend and meet others from the providers other services. The registered manager also holds speak up surgeries at various times which allows staff to come along and speak on any issues they wish to.

The providers valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them.

There was a policy in place to protect staff from harassment and bullying and a focus on protected characteristics under the Equality Act. The registered manager had developed an inclusive workforce and recognised the value of diversity amongst the team.

The service celebrates different national days, where everyone is involved including people who use the service, staff and management, cakes and food are provided based on the national day they are celebrating. They have also celebrated Pride and Black history month. The service also has a diversity, equality and inclusion champion in place.

The providers 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 providers had a large number of governance systems in place to monitor the quality and safety of the service. Regular walkarounds took place around the service to check the quality of care being provided and ensure the environment remained safe for people.

A programme of regular audits was carried out by the registered manager, deputy managers and regional manager. These covered key areas such as medicines management, health and safety, and care planning. Where improvements were identified, action plans were developed and progress monitored to ensure they were completed.

The registered manager and deputy manager monitored staff training needs. Staff told us they received the training they needed to carry out their roles and felt confident in their responsibilities. Training records confirmed staff received regular updates to maintain their knowledge and skills.

The providers 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 registered manager worked in partnership with the local authority, community teams and were keen to listen and learn to make improvements to ensure that they provided good care to all. Records evidenced appropriate healthcare referrals and appointments had taken place.

The providers 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 were effective systems and processes in place to ensure lessons were learned when things went wrong. Accidents, incidents and safeguarding concerns were reviewed and analysed to identify any emerging themes or patterns. Where necessary, changes were made to practice reducing the risk of recurrence and improve outcomes for people using the service.

Information and learning from incidents were shared with staff through regular team meetings, clinical discussions and daily handovers. The registered manager was very responsive to feedback on how to improve the experience for people living at the service and keen to put it in place.

The registered manager demonstrated a clear understanding of their responsibilities under the Duty of Candour. They were aware of the importance of being open and honest with people using the service, their families, and other relevant parties when incidents occurred that had caused, or had the potential to cause, harm. The manager confirmed they would provide timely apologies and share relevant information in a transparent manner.