Lindridge

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 rated 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 79 (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 and staff shared a common understanding of what good care looked like, and how they should work together to achieve it, and ensured good outcomes for people. Induction, training, learning and reflection all ensured staff were reminded of their core purpose and supported to continue achieving it. Staff believed in the positive impact they could have in people’s lives. A member of staff told us, “We get to know the residents very well and build a strong relationship with them and their families.” People, their representatives and external professionals felt the service was well-led, with the registered manager being visible and accountable. Policies and procedures had regard to equality and human rights, equity of care experiences, diversity and inclusion and the needs of people.

The provider had exceptionally 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 were visible, knowledgeable and supportive, and helped staff develop in their roles. The values of empowerment, individuality, respect, inclusiveness, and authenticity were embedded into everyday practices at the service. The service was led by an enthusiastic, motivated registered manager and senior management team. They were passionate about enabling the people at Lindridge to live their best lives. They acted as role models for the whole staff team, working alongside them to support people. Their strong visibility allowed staff to raise any issues or concerns as they arose, which were addressed immediately for the benefit of the people living there. The registered manager was recently commended by the provider for the work they had done at the service, and they had a specific focus on succession planning and talent management within the staff team. They told us, “We want to help staff progress and develop. We want to grow our own staff into the roles they can succeed in, to give continuity to the residents.” One member of staff told us, “You can go to [Registered manager] anytime, but the other managers are really supportive too. It’s like they don’t have titles, they work like one of us." We saw how staff had been developed and supported to progress within the service. This support from leaders and encouragement of staff development and progression, had created a skilled and confident staff team. This promoted continuity of care and had improved outcomes for people. In respect to management and the competence and confidence of staff, a professional added, “We find the nursing home manager, clinical lead, the nurses and care assistants to be attentive to their residents. The management team have been very instrumental in communicating with us for any support or urgent support required for their residents, especially with any mental health concerns, or dementia needs.”

 

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

The service had policies and procedures that supported staff in speaking up. Policies included the topics of safeguarding and whistleblowing. The registered manager told us the service actively supported staff to speak up with any concerns or suggestions. They said, “I have an open-door policy. We get feedback from staff every day, both good and bad. We want to learn and improve.” Staff confirmed this. One member of staff told us, “The managers are very approachable, they listen to me and take me seriously.”

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 registered manager and all the staff we spoke with told us the service was inclusive and they were treated with respect. Policies and procedures supported diversity and inclusion within the service.

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.

Quality assurance processes were in place, which gave an effective overview of quality of the service and identified any shortfalls. The results of these audits were used to drive improvement and sustain quality of care.

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 service had a good relationship with external professionals. Staff said health professionals visited the service regularly and would carry out reviews when needed. One professional told us, “We have completed dementia workshops which were well attended by the staff. The Lindridge management team are always practical, caring and proactive in their resident care, whilst demonstrating confident and competent skills in leadership and management." The service also engaged with local charities and schools, and people were supported to access their interests outside the service and play an active part in their local community.

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 kept up to date with developments and changes within the sector, including through membership of professional bodies and attending care forums. Staff were encouraged to develop their skills and learning so they could provide the most appropriate care for people using up to date best practice guidelines. One member of staff told us, “Training is always available, we have to keep up to date. The training is good, I always learn something.”