Oakleigh Lodge Residential Home

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 Good. At this assessment 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 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.

The manager, provider and staff shared a common understanding of what good care looked like, and how they should work together to achieve it, and ensured good outcomes for people. Induction, training, learning and reflection all ensured staff were reminded of their core purpose and supported to continue achieving it. Staff believed in the positive impact they could have in people’s lives. The provider told us, “We are a small home, and we are giving the best care that we can. The staff are great and we all support each other.” People, their representatives and external professionals felt the service was well-led, with the manager being visible and accountable. Policies and procedures had regard to equality and human rights, equity of care experiences, diversity and inclusion and the needs of 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. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

There was no registered manager in post. The manager of the service had recently deregistered with the CQC. However, they remained in day to day charge of the service, and the provider was in the process of registering as the manager. The provider told us, “We have changed the management roles, but the manager is still hands on every day, and we support each other. We have a very stable staff team that know each other well. We haven’t used agency staff for years. We have good continuity of staff and management.” Staff spoke highly of the management team. One member of staff told us, “[Manager] is very supportive, I can go to her with anything. She will always look to fix any problems and is always checking that things are going right.”

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

The service had policies and procedures that supported staff in speaking up. Policies included the topics of safeguarding and whistleblowing.

The provider told us the service actively supported staff to speak up with any concerns. Staff confirmed this. One member of staff told us, “I can speak with the manager any time about any concerns. She would always listen and support me.”

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 told us, “We work well as a team, I can’t praise the staff highly enough. They have worked here a long while and we respect each other” All the staff we spoke with told us the service was inclusive. Policies and procedures supported diversity and inclusion within the service.

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.

Quality assurance processes were in place, designed to give an effective overview of quality of the service and identifying any shortfalls. The manager had implemented robust systems of governance and audit.

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 service had a good relationship with external professionals. Staff said health professionals visited the service regularly and would carry out reviews when needed. One health professional told us, “On the whole, I think the home keeps residents safe and supports them well." People were supported to access the local 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.

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. The provider told us, “We provide regular training for staff, and we are always looking to learn. We attend the local care forums and speak with other homes.”