Byron Lodge Care Home

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 inadequate. At this assessment the rating has changed to requires improvement. This meant the management and leadership was inconsistent. Leaders and the culture they created did not always support the delivery of high-quality, person-centred care. Changes and improvements implemented following the previous inspection of the service needed to be embedded and sustained to support continuous service improvement.

This service scored 57 (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. Overall, there was a more positive atmosphere in the care home. The new management team had had an impact on the running of the care home and continued work to support the development of the organisational culture required sustaining and embedding. Some staff did not always feel valued and listened to. One member of staff told us, “I feel a lack of respect and whilst I appreciate a working relationship should be professional and is not the same as one which we have with a friend outside of work. It feels like us/them and not a team. Whilst I feel we are all trying to work together for the good of the home and the people who live here, some people make it harder to do so.” Feedback from the provider about recent changes confirmed the introduction of clearer expectations, strengthened management oversight and increased staff accountability to strengthen and support improvements to the quality of care and support.

The provider had 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 to lead effectively. There was a new leadership and management team in place in the care home. The new team needed time to develop their approach to inclusive management and the new management arrangements needed to be sustained and embedded. One person told us, “I don’t know the manager.” Another person told us, “I think they have just changed the manager. I think she has said hello.” A relative said, “I have been introduced to the new manager, they seem nice. There seems to have been lots of different managers. [The manager] came in the other day and said to go to them if I had any concerns.”

The provider had attempted to create a positive culture where people felt they could speak up and their voice would be heard. However, feedback from members of staff indicated they did not always feel they could speak up and their voice would be heard. A member of staff told us, “Staff won’t go near [the management team] to express their ideas or any problems they are feeling.” We discussed these concerns with the provider so they could take action.

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. Diversity in the workforce was supported. There were no concerns raised about lack of diversity or inclusion for members of staff.

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. A comprehensive system of governance reports and reviews was in place. The management team carried out regular audits and checks of the care environment. The provider conducted monthly assurance reviews to monitor the quality of care and support. There had been improvements to the governance processes in place within the care home which needed to be sustained and embedded to ensure continued improvement.

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. Improved local partnerships were in place which needed to be sustained and embedded to support better outcomes for people who lived in the care home.

The provider focused on continuous learning, innovation and improvement across the organisation and local system. The provider identified learning from the previous inspection and made changes and improvements throughout the care home. The changes to the management team, systems, processes and oversight of the care home needed to be sustained and embedded to ensure continuous improvements throughout the service.