Woodland Hall

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. The last rating for this key question was Good. At this assessment the rating has remained Good. This meant the service was consistently managed and well-led.

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 home had a shared vision, strategy and culture. Staff were visible in the home, approachable and took a genuine interest in what people, relatives and other professionals had to say.

Staff were respectful, caring and passionate about providing good quality care to people in the home. Staff spoke positively about working in the home and understood the values of the organisation. They told us they enjoyed working at the service and would recommend it as a place to work.

Staff had sufficient information about these values to ensure they promoted these in their work.

Management had regular meetings with the staff to discuss their work, the expectations of the organisation and any concerns they had to help ensure all staff were aligned.

Management understood the context in which they delivered care, treatment and support. Management had the skills, knowledge, experience to run the home effectively and did so with integrity, openness and honesty.

Staff spoke positively about working at the home. They were complimentary about their colleagues and said they were well supported. A member of staff said, “I am well supported – yes. Whatever I need, they help with. We have a good staff team with a low turnover. The management team works well. Staff are like a family.” Another member of staff said, “Well supported by the manager. We work like a family. I wake up and am happy to come here. Very good working environment.”

The management team knew the home and people’s individual needs well. Regular meetings and communication between management and staff provided them with an opportunity to discuss the running of the service and people's individual support needs.

The home operated in an open and transparent way. There was an open-door policy where the management team was available for people, relatives and staff when they were needed.

There was a positive culture where people and staff felt they could speak up and their voice would be heard. Staff told us they knew how to speak up if they had concerns or something went wrong. They felt management and the organisation supported them and listened to them.

A member of staff said, “I am a ‘colleague voice’ representative. Every year I meet the CEO and senior management to provide feedback and share ideas with them. They really do listen and take things on board. It is called ‘You say, and we did’.”

Management operated an open-door policy and welcomed feedback from staff.

Staff were able to discuss issues at one-to-one meetings and team meetings. There were procedures for responding to concerns and to support staff to feel confident speaking up. Systems were in place for staff to raise anonymous concerns.

The service valued diversity in its workforce and promoted an inclusive and fair culture by improving equality and equity for staff. Staff said their diversity needs were met. Staff were supported with flexible working conditions, felt discrimination would be challenged and had opportunities to celebrate their diversity.

There were systems in place to help ensure staff were treated well and ensure they had development opportunities. A member of staff said, “Management is supportive, and I have had many learning opportunities here. They have been supporting me to progress here.”

Policies and procedures were in place for workforce equality, diversity and inclusion. These were implemented through recruitment practices, training, and support for staff.

A management structure was in place and staff had clear roles and responsibilities. There were reporting arrangements in place. Staff spoke positively about the management of the service. Management acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

Systems were in place to assess and monitor governance. Thorough audits and checks were carried out to monitor the running and efficiency of the home to help identify deficiencies and drive improvements. Audits and checks were carried out by the management team and staff who worked closely together to improve the running of the home.

The outcome of audits were analysed at regular intervals to identify performance shortfalls, learn lessons, and develop action plans to improve the service people received.

The registered manager understood their responsibilities in relation to their regulatory requirements around notifiable incidents.

There was a range of suitable policies and procedures which were regularly reviewed and updated and accessible to people, relatives and staff.

There were systems in place for learning and making improvements. These included regular training sessions for staff, meetings and staff supervisions. Staff had an opportunity to discuss learning from accidents, incidents and complaints.

Effective processes enabled management to use information from audits, feedback and care plan reviews to make positive changes to the care and support people received and the running of the home.

The staff team included specialist ‘champions’ who provided information and support for other staff on key areas of learning to help share information and drive improvements.

There were systems in place for learning and making improvements. These included regular training sessions for staff, meetings and staff supervisions. Staff had an opportunity to discuss learning from accidents, incidents and complaints.

Effective processes enabled management to use information from audits, feedback and care plan reviews to make positive changes to the care and support people received and the running of the home.

The staff team included specialist ‘champions’ who provided information and support for other staff on key areas of learning to help share information and drive improvements.