Godiva 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 inspection we rated this key question good. At this inspection 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 71 (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.

The management team supported an open culture and had created a strong team ethos. Staff spoke positively about working at the home and felt well supported in their roles. One staff member told us, “The aim for all of us is to give the residents the best life. Working as a team is the only way to work to achieve that. We look after the residents and each other.” Another staff member said, “Staff work well with each other, a lot of work has gone into team building.”

Processes to involve people and staff in developing the culture included seeking people's feedback on the quality of care and service provided, through meetings and questionnaires. Where suggestions were made, action was taken.

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 and relatives knew who the management team were, and how to contact them. Comments included, “I know who the manager is and talk to them regularly. She’s very efficient and always available,” and “The management here is good. The home seems well run.”

Staff understood their roles and responsibilities and told us they felt valued and supported by the management team. One staff member said, “I would say our manager is very approachable, very easy to talk to.” Another staff member told us, “The deputy is always about, and the manager’s door is open. I would describe the management team as supportive, helpful and open. You know if you need to do better and you know when you have done a good job."

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

Staff felt confident to raise any issues or concerns with the management team if needed. One staff member told us, “I feel very comfortable to say what I think. I would not have 1 bit of hesitation to say if I thought something could be changed for the better.”

The provider also held regular team meetings, where staff had the opportunity to raise concerns and offer suggestions. The registered manager understood the need to be open and honest when things went wrong in line with their responsibilities under the duty of candour.

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.

A multifaith room was available to both the people living at the home and staff. Important religious events were celebrated such as Ramadan and Easter, and support was offered to those staff who marked them. The registered manager told us, “We are flexible with the rotas and shift changes, so staff have the time to celebrate. The team support each other to cover.”

All staff had received equality and diversity training. The provider’s policies and procedures promoted equality and diversity, and a diverse staff team has been recruited to support people using the service.

The provider demonstrated a commitment to promoting equality and inclusion in the workforce by supporting staff with flexible working requests to help them balance their home and work commitments.

The provider did not always have clear responsibilities, roles and systems to manage effective good governance. They did not always act on the best information about risk.

Systems and processes to monitor the service were not always effectively operated or embedded as they failed to identify some of the issues we found regarding the exposed pipes and potential trip hazard in 1 person’s bedroom.

We found some control measures to mitigate risks were not always followed by staff. For example, topical medicines were not locked away and we observed some staff wearing jewellery. Despite these shortfalls, which were addressed during our visit, the management team demonstrated a commitment to ensure the improvements made were sustained to ensure people consistently received good care and achieved good outcomes.

The registered manager demonstrated an understanding of the regulations and their responsibilities. For example, they had informed us about important events within the service.

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 worked in partnership with health and social care professionals to ensure people had the best outcomes for their health and wellbeing. People and relatives confirmed this. One person said, “Staff are always checking on me, to see if I’m okay."

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.

Staff felt supported by the provider and spoke about opportunities available for their personal development. One staff member told us, “I have done lots of training and I am being supported to train for a deputy post within the organisation.”

Staff recorded incidents and accidents. These were reviewed by the registered manager and action taken to prevent reoccurrence. Any lessons learnt were discussed in team meetings and shared across the wider organisation, when appropriate.

The management team were open to our feedback and took some immediate action to address the issues we identified during our visit.