Leyland 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 newly registered service. This key question has been rated Good.

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.

Staff at all levels spoke about working collaboratively to provide a good level of care. Staff spoke to us about their regular supervisions and team meetings.

Staff and leaders demonstrated a positive listening culture and prioritised safe, high-quality, person-centred care. One person told us, “It’s run so well with residents’ needs in mind first. The manager is very good.”

The provider ensured there was a clear focus on shared learning and improvement.

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.

Staff and people spoke warmly about the registered manager. Some comments we heard were, “We have a great manager, very supportive,” and “I feel if there is a problem no matter how small the manager will listen and help.”

The registered manager and area manager were open and cooperative throughout the inspection process. They took on board comments made during our feedback session and were keen to make changes that would improve service delivery.

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

Staff were encouraged to speak up during supervisions and team meetings and were generally confident they could report any concerns to the registered manager and expect a positive response. The registered manager operated an open-door policy and during our inspection we observed staff approaching them for advice and support.

There was a good level of training in this area, with all staff having been trained in whistleblowing.

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 took action to prevent and address bullying and harassment. Further to bullying and harassment and equality and diversity training, staff had access to an employee handbook which included information around discrimination, bullying and how to complain.

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 but did not always act on the best information about risk, performance and outcomes.

There was a quality assurance audit that was completed monthly. A review of this showed that it was thorough and covered areas of risk, performance and safety. We noted that there were action plans created where required and evidence that these had been signed off once actions had been completed.

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.

Staff worked in partnership with a range of related healthcare providers and associated stakeholders to ensure good physical and mental health outcomes for people. These included correspondence with social services, mental health and physical health partners.

The provider focused on continuous learning, innovation and improvement across the organisation and local system. There was information available that showed them learning lessons from accidents and incidents

The provider had worked collaboratively with the local authority’s quality improvement team; there was a report and action plan from a recent commissioning visit which the staff and management team had worked well towards completing with no actions outstanding.

Staff told us the training provided by the internal trainer was good and all agreed that they would be provided further training if they requested it. One staff member told us, “The training is excellent. We have our own trainer for the company.” Another said, “We are supported to access any training we feel would support us in our role here.”

The provider supported continuous learning and improvement across the service. Monthly quality audits showed spot checks on people’s experience of support and gave them an opportunity to offer feedback.

During the feedback session both the registered manager and area manager were very open to receive feedback, both appeared committed to improve and maintain service delivery.