Hunters Lodge 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 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 service 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 service had a culture that was open and inclusive, staff provided high quality, person centred care that was responsive to people’s health and social care needs. We observed staff spending time with people, engaging them in conversations and encouraging them to do things they enjoyed. Relatives frequently described the service as warm, friendly welcoming and People told us they felt at home.

The service 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.

At the time of the assessment the service did not have a registered manager, a manager had been recruited and was due to start working in the new year. 2 deputy managers were running the home, they demonstrated they had the knowledge and skills to run the home safely and effectively.

Leaders had good oversight of the service and knew people well. Staff were positive about the leadership of the service. Staff told us the deputy managers were “supportive”, “knowledgeable”, “helpful” and “approachable”.

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

The provider had a robust complaints policy and procedure. Staff were able to describe the action they would take if they had any concerns and said they felt able to inform the leadership team. A person told us, “I would talk to a senior member of staff or the deputy manager, if I needed to complain, I am sure they would listen and make changes”.

The service 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 workforce was diverse, and staff could work flexibly to enable them to care for dependents. The leadership team ensured staff received regular support and supervision. The provider held regular staff recognition awards to celebrate success.

The service 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 leadership team and staff had clear responsibilities, and the deputy managers had responsibility for the day to day running of the service, they told us they were well supported by a consultant who knows the service well and from the provider.

There was a large variety of audits and quality assurance processes, these were completed regularly and comprehensively. These helped ensure the service had an accurate picture of the quality of the service and reduce risk. We saw actions identified by the provider’s audits were documented and were being worked on.

The Service 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 service worked with a variety of health and social care partners and had good connections within the local community. This meant people were able to make connections in the community which benefited their health and emotional wellbeing.

The service arranged for members of the local community to come into the service, such as representatives from the local church. The home celebrated special events and held parties where members of the local community could attend. A range of entertainers visited the home and during our site visit we saw how this positively impacted people.

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.

Some of the staff had not completed all of the required training, the leadership team were aware of this prior to our assessment and were working with staff to ensure this was completed.

Staff had recently attended additional training to ensure they had the knowledge and skills to recognise when a person was becoming unwell. Records showed staff took prompt action if someone was unwell or their needs had changed and received appropriate medical support.

Where we raised areas for improvement during this assessment, the deputy managers were open to suggestions and took prompt action.