Cera Lanehurst Gardens

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 its new registration. 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 service had a shared vision, strategy and culture. The registered manager showed a focused approach in ensuring people received good quality care. Equality and Diversity training was in place for all staff to complete as part of their core training and completion compliance was high. Ethnicity and religion were captured within people's care plans. Managers and staff understood the diverse needs of the people they supported and the staff they employed.

Leadership worked with staff to promote a positive and inclusive culture at the service. Systems for staff feedback, provision of wellbeing and open communication contributed to positive staff practices. Feedback we received supported this. People and their relatives were asked for opinions and feedback through meetings and surveys, while confirming that leadership and staff were open and honest about the support being provided.

The service 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. The registered manager was knowledgeable about issues and priorities for the quality of care of the service. Values were evident within the service through staff meetings, care planning, supervisions and quality assurance systems.

People, staff and professionals all spoke positively about the approach of the registered manager and other senior staff. They described the registered manager as proactive, approachable and inclusive. One professional said, “(The registered manager) has an open-door policy, all staff find her approachable and speak highly of her.” Speaking about the approach of the registered manager, one relative said, “The manager understood her needs and worked closely with the care team they talked about social inclusion and matching mum up with similar people which really reassured me they are on top of everything.”

Records showed that consistent and regular supervisions and appraisals were undertaken, while staff meetings were held so staff could provide feedback and contribute. Managers and staff understood the diverse needs of the people they supported. One staff member said, “She personally is great. Very caring manager. Nothing is too much trouble, whatever the problem, it will be sorted.”

The registered manager encouraged an open service and office where staff could raise any issues about care and their roles. Staff were able to raise concerns directly with the Registered Manager. Staff and leaders acted with openness, honesty and transparency.

Feedback we received from staff was positive. One staff member said, “I feel very confident about raising concerns and have in the past and they have been listened to.” Another staff member said of the management team, “They're lovely, down to earth and easy to talk to. Theres not too much pressure, always reassuring.” Another staff member told us, “They’re behind you every minute. You can reach out and they are always there.”

The provider had a detailed policy guiding staff on raising concerns, detailing pathways to speak up freely and for whistleblowing. This provided assurances for staff on the protection and support they would receive should they need to raise concerns.

The registered manager was clear on the approach to staff inclusion and equality, with a workforce of staff who came from diverse backgrounds. Staff had received Equality and Diversity Training as part of their training within the service. One staff member said, “We are a very multi-cultural staff team. We are all happy to help each other.”

The provider ensured that protected characteristics of those they supported were also considered as part of this approach. Care planning captured how these diverse needs and characteristics impacted their care needs and what adjustments were needed to support them.

Feedback from staff was positive about the approach of the provider in ensuring an inclusive staff team who valued each other. One staff member said, “We have had this training and the team share information about their cultures which help us bond as a team, the training was good it explained that we all have value to offer and should respect our differences and see them as positives.” Another staff member said, “They are really good with this the manager and team help each other. We have several Muslims in the team including myself and we are able to take the time we need to attend our festivals and important dates, and we support members of the team that value the Christian celebrations, so it works well.”

The provider had clear responsibilities, roles, systems of accountability and good governance. There was a clear management structure in place, while staff understood their own roles and responsibilities well.

Quality assurance systems were in place to maintain oversight of people’s support and improve care delivery. Audits were carried out, amongst others, in areas such as health and safety and medicine management for example. The providers quality assurance team and regional managers conducted their own reviews and monitoring of the service, and liaised with the registered manager on any actions that were needed. Management maintained good oversight of the actions and performance of staff. Spot checks were completed with care staff to ensure compliance within their roles.

The Registered Manager understood their regulatory responsibilities. A review of statutory notifications completed prior to on-site assessment confirmed that they complied with the process for reporting to local authorities and CQC.

Staff and leaders worked with partners and professionals in care to ensure effective joined up working. Appropriate referrals for specialist and health support were made where relevant and needed. Leaders worked closely with the local authority extra care commissioning team to ensure the effective running of the scheme.

Staff worked collaboratively with partners to support care provision. Feedback we received was, without exception, very positive about the approach of the service to partnership working. One professional said, “I have a very positive partnership working with the care provider, (the registered manager) and I work closely together.” Another professional said, “Staff engage with me when I attend to review residents and are informative when I ask questions about their care. (The registered manager) will contact me directly if she has any concerns or needs advice about a residents (specific health) management.”

The leadership has shown a consistent and positive approach to improving the quality of care. The registered manager worked closely with the regional manager and the provider to ensure consistent and quality oversight of people’s care was maintained.

Robust and consistent quality assurance systems and audits had been used to identify issues, and learning was used to drive service improvements and customer experiences. Processes were in place to ensure learning when things go wrong. Systems were in place for staff to report and record any accidents and incidents, while appropriate actions had been taken for each event.