Ferguson 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 inadequate. At this assessment the rating has changed to 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 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. People described the home as having a welcoming and positive atmosphere. A person said, “We all get on, there are no rows. It is like a big family." Staff had built positive relationships with people and their relatives. A staff member commented, "It is very homely, very friendly. We get on with residents’ families, we are like a big family.”

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, relatives and staff all had positive feedback about leadership. A staff member said, “If you have a problem, you can approach the manager and they fix it.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. A relative commented, “They make time to listen.” Staff knew about the whistle blowing procedure and felt confident to speak up if needed. A staff member told us, “I have not used it [whistle blowing] but I definitely would use it. We have a safe space to raise concerns.”

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 the home as an inclusive place to work. A staff member told us, “I feel like I belong here, I love it here. Straight away I fitted in.”

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 had a structured approach to quality assurance, which was successful in identifying and acting on issues.

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. Local community groups including the church had good links with the home.

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.