Westcliff Lodge Limited

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. The provider and management team had worked with external support to improve the culture at the service to optimise outcomes for people.

Improvements had been made to the environment and additional training had been provided to staff to give them the skills they needed to better engage with people. A relative told us, “There have been lots of changes, all good. The management held lots of meetings, once a month and now regularly. The provider was very apologetic and explained who they had gotten in to help and got lots of advice. There has been big efforts in decorating, the dining room is now a proper dining room, and the lounge is really nice. There has been improvement in everything.”

Staff we spoke with told us they had seen positive changes at the service and were working with the provider to keep making improvements at the service for people.

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. Since the last assessment the provider had been open and transparent with people, relatives and staff keeping them up to date with issues identified at the service and how they intended to address these to improve outcomes for people. We saw evidence of the provider being inclusive from minutes of meetings, surveys and feedback from people, relatives and staff.

Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty. Additional training, supervision and external support had been engaged, and the provider and management team had worked closely with them to embed changes. A member of staff told us, “There have been a lot of changes for the better. I can go to the management, and I am listened to, it is a good place to work.”

The provider fostered a positive culture where staff felt they could speak up and their voice would be heard. Staff told us they felt confident to speak up and felt they would be listened to. One member of staff said, “I feel confident to raise concerns there is always a senior member of staff around or they are available to call on the phone.” Another member of staff said, “If I had any issues, I would raise these with the manager or deputy.”

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 we spoke with told us they felt they were treated fairly by the provider and had equal opportunities for development. Staff were provided with equality and diversity training to help them understand about protected characteristics, bullying and harassment. Staff we spoke with told us they had a good team and enjoyed working at the service with people.

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.

The management team had clearly defined roles which has helped them work together to embed improvements at the service. The provider had sourced additional external consultants to help oversee governance at the service and monitor progress being made. This additional guidance had helped to move the service forward and establish governance systems and audits at the service.

Audits were being regularly completed to provide oversight to the management team and provider and progress with issues were being monitored. There was a clear plan in place for maintaining improvements and acting on issues promptly when they are identified.

The registered manager understood their responsibility to raise notifications to the appropriate authorities when required such as the CQC and local authority safeguarding team.

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. The registered manager worked with other healthcare professionals to ensure people’s healthcare needs were being met and reviewed. This included GPs, district nurses, occupational therapists and social workers.

The registered manager had reached out to the local community to make links with communities that could provide support to people living at the service. This had included faith groups. One person told us how they enjoyed going out in the community.

The provider and registered manager had worked closely and transparently with the local authority quality improvement team to work through identify actions and make improvements at the service.

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. The provider had learned lessons from previous assessments and taken action to drive improvements at the service and improve outcomes for people. The provider had been proactive in seeking the external help and guidance they needed to make improvements. In addition, the provider and management team had engaged in working with the local authority quality improvement team.

The registered manager shared learning at the service from accident, incidents, complaints and safeguarding concerns to mitigate risks and improve outcomes for people. Staff had been encouraged to develop their skills with additional training to equip them with the skills they needed to support people as individuals and support their wellbeing.