Barton 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.At our last assessment we rated this key question requires improvement. At this assessment the rating has changed to 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 management team were committed to providing a person centred and inclusive environment for people. People and their relatives were actively encouraged to participate in the development of the service.

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.

People, staff and relatives were complimentary about the leadership team in the service. We were told they were approachable and responsive. Outcomes and learning since our last inspection had been shared with people involved in the service. One person told us, “I think is very well-run place, we have everything we need.” A relative said, “The communication is strong, it needs to be personal, and it feels personal.” Another said, “I know [registered manager] and speak to them regularly, they are very approachable, I think we could go to them if we had any worries and they sort things out very quickly.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff felt comfortable and confident they would be listened too. One staff member said, “The management are really good, really supportive, the office door is always open, and they are always there to listen.”

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 staff team came from a range of diverse backgrounds, all staff we spoke with told us they felt comfortable and welcomed in the service. They did not raise any equality or diversity concerns.

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 provider had a range of systems in place, audits were comprehensive and completed regularly. Learning from these was shared across the providers services. Lessons were learnt to drive improvement across the service and the wider organisation. Since our last inspection, the provider had introduced a care note analysis audit. Daily notes were reviewed for content and any learning was then shared with the individual staff member or wider team to further improve and ensure concise record keeping.

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 evidence of multiple professionals involved in people’s support. For example, the local G.P, dentist and intensive support team. This meant people received the right support, from the right people, at the right time, improving their health outcomes.

The provider focused on continuous learning, innovation and improvement across the organisation and local system. Since our last inspection, the provider had worked with people, relatives and system partners to ensure learning was shared and plans to drive improvements in the service used a collaborative approach. For example, working closely with people and their relatives to ensure care plans truly reflected people’s needs and wishes. This had led to exceptionally person-centred care plans that truly reflected each person individuality.