Wood Hill 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 requires improvement. 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 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 and engagement, and understanding challenges and the needs of people and their communities. There was a positive atmosphere and culture in the care home which focused on effective care and support for people. The care and support we observed being delivered, was predominantly person-centred. Staff spoke positively about the culture of the service. One staff member said, “There is a strong sense of teamwork, and new staff are well-supported during induction and beyond.” Another staff member said, “Ireceive all the support I need from management and the wider team.”

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. Staff spoke highly of the management, a staff member said, “Communication across the service is clear and reliable. Team meetings, handovers, and daily updates ensure everyone remains informed. Staff feel comfortable raising concerns or sharing ideas, and communication with management is open and constructive.”

The provider supported a culture where people felt they could speak up and their voice would be heard. There were policies and procedures in place to support staff to speak up if they had concerns about care and support. Staff said they were confident any concerns were addressed, and they were listened to. One staff member said, “We have many forums to be able to speak up, supervision, appraisals, and face-to-face meetings.” Several staff felt since the registered managers office had moved, they were less approachable. This was discussed with the registered manager who agreed to look into this to find a resolution.

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 were supported fairly and there were policies in place to ensure equality, diversity and included was promoted in the workplace. Staff told us the registered manager and provider were very flexible and accommodating to any personal needs and reasonable adjustments were made where required. Staff felt valued and included.

The provider had clear responsibilities, roles, systems of accountability and good governance. They continually looked at ways to improve systems to deliver a positive experience and good quality of care and support. Areas for improvement were not consistently identified through the provider’s quality monitoring systems. However, they were looking at ways to continuously make improvements. The organisational governance systems were more robust but needed further strengthening and embedding into practice.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They continued to share information with partners and collaborated for improvement. The staff team worked closely with health and care partners, and they followed advice and guidance to ensure good outcomes for 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. The registered manager was continually looking at ways to improve the service by learning lessons and sharing good practice. Following our site visit the provider completed a detailed analysis of the medication errors we identified, they completed a lessons learnt process, staff supervisions and improved the audits to prevent the issue occurring again.