Eden 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 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 good. At this assessment the rating has remained 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 71 (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. There was a positive, caring atmosphere in the service. Members of staff were clear about the values of the service and were committed to providing a high quality, good service for people. A relative told us, "Over the last 2 or 3 years Eden Lodge have really upped their game. It’s an excellent service which I would recommend." Another relative said, "We’ve been at breaking point, and I don’t know what I would have done without Eden Lodge."

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 supported and empowered members of staff to lead the service and make decisions about people’s care and support. A member of staff said, “I receive regular support through supervision, communication and access to training. The registered manager is approachable and provides guidance when needed, and the provider ensures we have the resources and training to deliver safe care.” A relative told us, "I’ve known [the registered manager] a long time. There was a small thing last year, but it was dealt with efficiently and all resolved. I was very happy with the outcome.” The registered manager had been nominated for the ‘Outstanding Contribution’ award as part of the provider’s ‘Recognising You’ staff awards programme. The nominated reflected the hard work, dedication and positive impact they brought to their role.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Members of staff had access to whistle-blowing policies and they were supported and encouraged to speak up in meetings or supervision sessions. A member of staff told us, “I feel that my work is important and [the registered manager] trusts me. When I speak, whether it’s about a concern, an idea, or something I need, they always listen and take action. They say thank you, recognise good work, and make sure I feel part of a team. I never feel ignored or that my opinion doesn’t matter. That makes me want to do the best care I can.”

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. We were not made aware of any concerns about discrimination within the service. There was a positive workplace culture where people were treated with dignity and respect, regardless of their background or personal characteristics.

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 carried out regular checks of the care environment but did not always record them. We discussed this with the registered manager and identified an opportunity for learning and continuous service improvement. The provider carried out regular reviews and checks of the service. The registered manager took immediate action in response to areas of improvement to the care environment we raised as part of our site visit. We were assured the risks were managed safely and learning had been identified and embedded into practice.

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. The registered manager worked closely with other local care providers so they were aware of how people could be supported to maintain their independent living skills if they needed to transition from home to a different care and support service. People who visited the service were able to access the local community and local services including specialist clubs and group activity sessions.

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. The registered manager identified learning and opportunities for continuous service improvement from our site visit and discussions. They informed us about how they would share this information with members of staff and how they would implement new processes to support and embed learning.