Loganberry 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 82 (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.

Leaders ensured there was a shared vision and strategy and staff in all areas of the service knew, understood, and supported this in their role and responsibilities. Staff and leaders demonstrated a positive, compassionate, listening culture that promoted trust and understanding between them and people using the service. Family members were positive about the culture of the service, A family member said, “Everyone is so approachable and caring.” Another family member told us, “I would certainly recommend Loganberry Lodge to anyone, and I wouldn’t have my [relative] anywhere else.” A third family member told us, “[Name of registered manager] seems a good person. They are available if you need them.” It’s safe, it’s a pleasant environment and staff are attentive.”

The culture of the service focused on facilitating trust, openness and transparency between leaders and staff. The registered manager had practices in place to reflect and actively learn from things that went wrong. This provided a culture where communication, active listening and responsiveness were at the forefront of the development of the service. Staff were very positive about working at Loganberry Lodge. Comments included, “Morale in the home is very good. I am very happy in my job; I work with a good team” and “There is a good staff culture.; we are here to support each other and look after the people who live here” and “The culture of the home is focused on providing good quality care with dignity and respect, and I believe we are doing that.”

The provider had exceptionally 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 family members were very complimentary about the management of the service. Comments included, “When you go in, the manager is often there, welcomes you, makes me feel a bit special. Other times they are often on the units with residents” and “The manager is always accessible, brilliant, approachable, listens and sort things out” and

There was a registered manager in post who had the skills and experience to lead effectively. They were open, honest and inclusive in their working approach. They led by example and were a role model for staff. They monitored the service against the expected values within the providers statement of purpose. They had been proactive in making the necessary improvements from the recommendations in the previous assessment to ensure people and staff had a quality service to use and work for.

There was a strong management structure with clear roles and responsibilities which helped to promote an open and transparent culture of collaboration and learning. There were clear accountability and decision-making processes of which all staff in the service were aware of.

Feedback from partners was consistently and continually positive about the standard of care provided. A professional told us, “The management team invite us to visit regularly, so we can see the environment, the rooms, and the way care is provided. This openness is appreciated and helps us feel confident in the referrals we make.” Another professional said, “Our experiences have always been positive, the manager and staff have always been very accommodating on the visits, and we don’t have any concerns. We would expect our relationship with the care home to continue into the foreseeable future.”

There was a focus on good outcomes for people, with dedicated team leaders and staff with the passion and enthusiasm to provide high quality care. We observed that staff from all departments, team leaders and the management team communicated and engaged in a respectful way towards people, their families, visitors and professionals.

Staff told us there were good systems in place for support and advice. They were very complimentary about their managers. Comments included, “I am so happy in my work. The manager is very professional, anything you say is confidential” and “The management is very supportive and easy to talk to. They always try to help, whether it is a work problem or something personal “and “I am proud to work at Loganberry Lodge, and our achievements, including Prosper Home of the Year and the Gold Standards Framework for end-of-life care. These accomplishments motivate us, because it is rewarding to see that our hard work is recognised.”

There were systems in place to gather, record and act on the views and concerns of people and their relatives. There was an openness to address concerns and deal with them respectfully, directly and actions were taken in response, demonstrating a commitment to resolving matters effectively.

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

People and family members told us they felt safe at the service and were confident to speak up if they had any concerns. The ambassadors for the service ensured people’s voice was heard by the management team, recorded, and any actions taken as a result were fed back to people at their meetings.

Staff were positive about how the management team engaged with and involved them. They were confident that they would be listened to if they spoke up. One staff member told us, “I feel I am treated fairly, with respect, by colleagues and managers. I feel I can speak up if I have something to say.” Another staff member said, ““I have the freedom to speak up and most of the time I go to the management, it’s the safe thing to do.” A third staff member said, “I am so happy as the manager is very professional, anything you say is confidential.”

There was an effective support and communication process within the service. Supervision sessions were regular and collaborative. Notes of meetings and the actions taken by management across all different departments evidenced that staff were fully involved in discussions about the service. They were given the opportunity to participate and their views taken forward to drive improvement. A staff member said, “We have meetings every month. We can speak up, let the senior team know if we have any worries or if we need anything done in the home. They do listen and will take action.” Investigations were undertaken in a proactive, sensitive and timely way and lessons learnt shared as a result.

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.

The provider worked towards an inclusive and fair culture by improving equality and equity for people who worked for them. The registered manager had developed a valued and diverse workforce across all parts of the service. A staff member said, “I feel I am treated fairly, with respect, by colleagues and managers.” Another staff member told us, “I feel we are more than just a team. We are like a big family. The residents’ happiness and the good feedback from their families are the motivation for me.”

There were enough staff who worked well together, with flexible rota and working arrangements. Staff members’ individual needs and circumstances were considered, and any reasonable adjustments made to ensure there were no barriers to them working for the service. A staff member said, “I feel safe, comfortable, and able to be myself at work.”

The provider offered support to staff through incentives to staff such as the promoted equality, diversity and inclusion. Staff had undertaken training to raise their awareness and knowledge.

The provider prioritised staff development, recognition, and wellbeing, using specialist champions and clear career pathways which were encouraged. Achievements were celebrated via initiatives like Staff of the month, nominated by people and families and professionals and major awards had been given to the service fostering pride and high morale. Wellbeing was supported through dedicated spaces such as a quiet corner for one-to-one support and a multifaith prayer room, alongside cultural celebrations and an employee support programme. These efforts created a positive, inclusive workplace that valued a diverse workforce.

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.

At the last assessment, systems were not always effective in reviewing and investigating safety and safeguarding incidents and events when things went wrong; analysing themes and trends to improve practice and establish preventative measures; and audits did not always proactively identify areas for improvement or monitor outcomes. The registered manager had implemented a robust action plan, and all aspects of the management and oversight of the service had improved.

Incidents, accidents and complaints were logged and fully investigated. We saw a step-by-step approach to managing and investigating these and lessons learnt as a result. Audits were detailed and provided a clear overview of all aspects of the service so the quality of care could be monitored. Risks to people’s health and safety were well managed. Care plans and risk assessments provided a person-centred account of people’s associated risks and guidance for staff in how to mitigate those risks. People and their family members were involved in assessments and ongoing reviews and had some control of their care arrangements

There was an effective process in place for the recruitment, induction, supervision and support of staff. Staff told us the training was very beneficial, robust and meaningful and there was clear career progression. Team meetings, reflective sessions and staff surveys enabled them to have their say and share their views. Staff feedback was positive about the management and support they received to do their job effectively.

The registered manager understood their responsibility under duty of candour to be open and honest and investigate when things went wrong. The registered manager was clear on their legal and regulatory requirements and made notifications to the local authority and CQC where appropriate and in a timely way.

The provider clearly understood and carried out their duty to collaborate and worked in partnership, and services worked seamlessly for people. They always shared information and learning with partners and collaborated for improvement.

The registered manager had fostered exceedingly good working relationships with a range of health and social care professionals to ensure the health and wellbeing of people using the service. They were complimentary about the care provided at Loganberry Lodge.

Close partnership had been established with a wide range of organisations to enhance the quality of life for people. Collaborations with colleges provided apprenticeship placements, and partner with local dietetic teams to train students in managing special diets. The service had links with local preschools and schools to foster intergenerational activities which provided fun laughter and learning for people and the children who attended and partnerships with Colchester United U21 Football Team encouraged physical and mental stimulation through regular visits and recreational engagement.

The service had made community connections through initiatives such as Cosy Café events, which offer residents and families opportunities for learning and social interaction. Collaborations with FaNS Network, Essex Library, and local businesses enabled people to experience for example audiobooks and music and access to specialised cycling sessions. These partnerships reflected the providers commitment to making an inclusive environment where people felt valued and supported and part of the wider community.

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 service had sustained improvement across most of the service including strengthened clinical oversight, clearer documentation, variety and presentation of meals and a culture of learning and development. However, meaningful social and leisure resources for people with dementia till needed investment to increase their outcomes and reduce isolation.

The provider focused on continuous learning, innovation and improvement across the organisation and local system. The registered manager was proactive in researching best practice and was solution focussed on providing good care to people. For example, working with health services to improve diabetic care for people and looking at the effective use of medicines or people with specific conditions. Staff told us they had attended Prosper study days which gave them knowledge to improve people’s lives and liaise with other organisations.

Staff were encouraged to develop their skills and learning so they could provide the most appropriate care for people using up to date best practice guidelines. Staff were involved in discussing good practice, trialling new ways of working, analysing success and implementing new systems. People had better outcomes as the service met their needs and was more effectively managed. People and relatives told us they would recommend the service to others.