Edingley Lodge Care 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.

This is the first assessment for this service. This key question has been ratedgood.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.

The registered manager fostered a culture of honesty and open communication. Staff also worked in a way that reflected this open and honest team approach. Staff talked about feeling happy to be at work and wanting to do a good job and leave people with a smile on their face.

We observed practice and reviewed documentation which evidenced the culture at Edingley Lodge ensured each individual person was at the centre of their support when decisions about their lives were being made.

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 openness and honesty.

Staff told us about the encouragement they had received from the leadership team in their career progression and development and valued the compassionate approach they took towards everyone. Staff felt the registered manager had the skills and knowledge to be a credible leader. One staff member said, “[Registered manager] has been a nurse so has got that side of things and they are very approachable.” Another staff member spoke about the deputy manager and said, “[Deputy manager] is brilliant and has really lifted the place, they’re dynamic and you can ask them anything.”

Throughout the assessment the registered manager and staff team were honest and open to feedback.

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

The registered manager advocated a speaking up culture at the home and everyone we spoke with said they felt confident to speak up, and that they would be listened to.

The home had a nominated speak up champion who we spoke with about their role. They said, “I’m speak up champion. A point of contact for people so they don’t have to go straight to management with things. Staff may come to me and say, ‘I’m really unhappy about this’ and we can sort it out. I have monthly online meetings as well with other speak up champions in the area when we can get advice from others.”

The provider had appropriate policy and procedure in place to support speaking up which included opportunities for staff to raise concerns anonymously if they wished to.

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 had an appropriate policy in place and staff received training on equality, diversity and inclusion to raise awareness and promote an inclusive culture in the home.

No one raised any concerns regarding workforce equality, diversity and inclusion during the assessment.

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 team had defined roles and responsibilities, and staff were clear about this. The registered manager and leadership team understood their responsibilities in assuring good quality care and the governance processes used to support this which included having oversight of the digital platform used for recording people’s personal data and records.

These ways of working supported with the good governance of the service and people receiving good quality care and support.

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.

We saw examples of engagement with other professionals to ensure people received care that met all their health and wellbeing needs. Management and staff knew what stakeholders were available to the service and how to access support. Leaders worked with people, their representatives and staff to build a culture that focused on enabling people to enjoy their lives.

We saw the Edingley Lodge team engaged others so people could thrive, have new experiences and live the life they choose. This included people being able to go out in their local area and bringing people from the local community into the home e.g. the choir from the school.

The provider had a strong focus on continuous learning, innovation and improvement across the organisation and local system. They always encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice.

The registered manager had a drive to ensure there was a culture of continuous learning. They shared learning and promoted improved ways of working through discussion with the team. This approach was also instilled in the staff team who told us they always strive to improve. One staff member told us about an initiative they implemented called the ‘Wish Initiative’ which they had documented. “[I record] what the actual wish was, background, what we did, the impact [on the person] and our evaluation. The evaluation includes the learning outcome.”

Electronic systems were used effectively, including the platform used for recording daily records and care plans. The registered manager told us the organisation had modified the system, they said, “We need to make sure we can get all the evidence in there and make sure we don’t miss anything that was on paper, we get regular reviews and updates as they [organisation] see things to improve. We were one of first [Barchester] homes to have [digital system].” As part of the changes the provider had made to the digital system, they had changed the care plan layout and wording of sections to promote people’s autonomy and stated what the person can do for themselves as well as the support required entitled “Empower, Support and Facilitate”.

The management team carried out a daily walkaround which was completed and documented by the registered manager, deputy manager and senior care staff. Issues identified were recorded and actions taken to make improvements. The registered manager also completed out of hours unannounced visits which we saw was documented in detail about findings, and any actions required to improve the service. The registered manager had a live action plan to ensure that any areas identified for improvement were fulfilled.