Amber 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. 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 registered manager provided staff with additional training and support to build knowledge and drive improvement, and encouraged the deputy manager to complete their [management] qualification. We observed an open-door management style with staff, people and relatives who were able to approach the registered manager and deputy manager freely.

Staff meeting records demonstrated an inclusive culture where staff were encouraged to share their views. Feedback surveys were used to ensure staff, people and their relatives had opportunities to influence how the service was developed.

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.

All the people we spoke with were highly complementary of the leadership at the service, and how they role modelled the values of care and compassion to their team.

Throughout the assessment, the registered manager and deputy manager demonstrated a strong passion for person- centred care and had robust knowledge of the people living at the service. The registered manager told us they felt supported by the deputy manager and explained, “I have been in this game 26 years. I know a lot of people out there, from NHS to the Integrated Care Board. If I need to pick somebody’s brain, I have a selection of doctors and social workers I can speak with.”

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

Staff expressed positive views regarding the management team. They highlighted the effectiveness of the open-door policy, that it encouraged them to voice concerns and share suggestions, all of which were addressed in a timely manner. One staff member told us, “We are encouraged to share our ideas. In meetings we are encouraged to share ideas, and they are open to listening to this.”

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.

There was a policy in place to protect staff from harassment and bullying and a focus on protected characteristics under the Equality Act 2010. The registered manager had developed an inclusive workforce and recognised the value of diversity amongst the team.

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 worked alongside the deputy manager and had established a number of audits which provided them with a good oversight of the service. The registered manager had given staff a clear direction of their vision for the service. Staff understood their role and contribution in sustaining improvements.

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. Management and staff worked toward the shared aim of achieving positive outcomes for people. The registered manager encouraged the team to openly discuss and exchange ideas for improvement and innovation.”

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. Management provided active and consistent support to staff, promoting continuous learning within the service. Staff were encouraged to enhance their competencies and were supported to pursue nationally recognised qualifications to strengthen the quality of care delivered.