Lyndhurst Residential Care 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 leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture.

At our last inspection this key question was rated requires improvement. At this inspection this key question has remained the same. 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.

The provider was in breach of legal regulation in relation to the governance of the service.

This service scored 62 (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 described the home as a “little family” and said they felt proud to work there. People and relatives told us the [registered] manager was approachable and responsive. One person said, “The [registered] manager is nice and I can speak to her about anything.” Staff were clear about the values of the service and worked together to support people in a kind and respectful way. There was a sense of community, and people were encouraged to maintain independence and make choices.

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. Staff spoke positively about the registered manager and the owner, describing them as “lovely” and “responsive”. The registered manager was actively involved in day-to-day care and was observed supporting staff and engaging with people. People and relatives said they felt able to raise concerns and that the registered manager listened and acted on feedback. Staff felt well supported and said they could access training and development opportunities.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff felt confident to speak up and raise concerns. There was a culture of openness, and staff told us they were encouraged to share ideas and feedback. One staff member said, “I feel well supported, everyone is safe.” Whistleblowing procedures were in place, and staff were aware of how to report concerns. People and relatives also told us they felt able to speak to the registered manager or staff if they had any worries.

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. Staff described a positive working environment where everyone was treated fairly. There was no evidence of discrimination, and staff felt valued regardless of their role or background.

The provider did not always have clear responsibilities, roles, systems of accountability or good governance. They mostly always act on the best information about risk and escalated this when needed. However, there were some shortfalls in governance and oversight, which did not highlight some of the concerns we found during this inspection. Whilst audits had been completed, they had not always identified key environmental issues, such as uncovered radiators with high surface temperatures, some damaged furniture, and areas where cleanliness could be improved. In addition, care plan audits had not consistently captured person-centred details or fully reflected individuals’ capacity and preferences. We raised these concerns with the registered manager and owner during the inspection. We have since been updated and these concerns have been addressed and the provider is working hard to ensure their action plan is completed.

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 liaised with healthcare providers and involved relatives in care planning. People were supported to maintain relationships and access the community. Staff advocated for people and supported them to attend appointments and engage in meaningful activities.

The provider had a strong focus on continuous learning, innovation and improvement across the organisation and local system. They were clearly trying to improve the home for the people that lived there and led by example. However, there were still improvements needed and a longer period of time for practices to be implemented into service delivery. The registered manager was responsive to feedback and had made changes based on inspection findings in the past and during this inspection.