Britannia 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.This is the first assessment for this service under a new provider. This key question has been rated 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 registered manager had a shared vision, strategy and culture. The culture of the service was person-centred. Staff demonstrate a positive, compassionate, listening culture that promoted trust and understanding between them and people using the service. The registered manager and staff had a well-developed understanding of equality, diversity and human rights, and they prioritised safe, high-quality, compassionate care. Staff told us they felt well supported by the registered manager to deliver good care to 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. The registered manager told us they felt supported in their role by the provider and regional director and that communication was good between them. Staff told us they felt they had a good team and had regular staff meetings and supervision to discuss any concerns.

The provider fostered a positive culture where staff felt they could speak up and their voice would be heard. Staff told us they opportunities to speak up during regular meetings and supervision. The registered manager was visible in the service and staff told us they felt able to discuss anything with them. There was a ‘whistle blowing’ policy in place which was discussed with staff during meetings to ensure they had the tools to speak up and raise concerns if needed.

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 had access to equality training to help them understand about protected characteristics, bullying and harassment. Staff told us they felt they were treated fairly at the service and all worked well together as a team. The registered manager encouraged staff to give honest feedback during staff surveys which they could also do anonymously if they wished to do so. We saw any suggestions or issues raised were addressed and feedback shared with staff.

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. The registered manager had robust governance structures in place at the service. Audits provided good oversight of the running of the service to themselves and the provider. Actions from audits were followed up to drive improvements and deliver positive outcomes for people.

The registered manager completed statutory notification’s when required and notified partners following safeguarding concerns. There was a business continuity plan in place which detailed actions to take and the preparedness of the service for different situations that could affect the usual running of the service.

There were clear systems in place for workforce planning, such as recruitment and development of the workforce with training and supervision.

The registered manager 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 the local authority to investigate safeguarding concerns and shared information appropriately. Activity staff had developed links in the local community to support people going out to social groups and activities in the local area.

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. There was a learning culture at the service with learning shared from incidents, accidents, safeguarding and complaints, to inform and improve on-going care. Staff were encouraged to develop their skills and attend training provided at the service from external trainers to keep their skills up to date. One member of staff said, “I have recently completed training to become a moving and handling trainer, so that I can deliver training to staff on-site.”

The registered manager told us they engaged staff with external training provided by the local authority and networked with other registered managers working with the provider. Qualified nurses at the service told us they linked in with their professional body the Nursing and Midwifery Council (NMC) to keep their skills up to date.