Acer 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 registered service. This key question has been rated outstanding. This meant service leadership was exceptional and distinctive. Leaders and the culture they created drove and improved high-quality, person-centred care.

This service scored 89 (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 very clear shared vision, strategy and culture. This was based ontransparency, equity, equality and human rights, diversity and inclusion, engagement, and an exceptional understanding of the challenges and the needs of people and their communities.

The provider had created and sustained a strong, values-based culture which consistently placed people at the heart of the service. The organisation's mission was to enable people to have “a life well lived every day,” supported by a family-centred ethos focused on helping people live life to the fullest, enjoying meaningful days filled with opportunities and positive experiences. These values were clearly understood by leaders and staff and were embedded throughout the service.

Feedback consistently demonstrated the positive impact staff had on people's wellbeing and quality of life. One person told us, “The staff are just great. I have never had it so good. It’s not home, but I couldn't manage without them. I would like to be at home, but the kindness and love the staff show make it easier to be here.” A relative said, “Moving [family member] here was not easy, but because the staff showed [family member] love and support it was made easier. The patience the staff show is incredible.” These comments reflected a culture where people were valued, respected and supported with compassion.

Leaders demonstrated innovation and a willingness to evolve their approach to care. The provider had reviewed and refined the organisation’s identity to better reflect their commitment to emotional intelligence and its role in delivering care. Emotional Quotient (EQ) formed a key part of the provider’s recruitment, development and retention strategy. EQ is the ability to recognize, understand, and deal skilfully with one's own emotions and the emotions of others.

Leaders recognised the ability to understand, manage and positively influence emotions, both their own and those of others, was fundamental to creating meaningful relationships and achieving positive outcomes for people. Recruitment processes were designed to identify candidates with strong interpersonal skills, emotional resilience and a genuine desire to enrich people’s lives.

There was a highly positive and inclusive culture throughout the service. Staff consistently described the home as a supportive and rewarding place to work and spoke passionately about making a difference to people’s lives. Recruitment focused on attracting individuals who viewed care as a vocation rather than simply a job. Staff understood the vision and values of the organisation and told us these were embedded from the outset through comprehensive induction programmes, ongoing training and reflective practice opportunities.

Staff were empowered to continuously develop their skills and understanding of people’s experiences. Leaders promoted a culture of learning and reflection, enabling staff to consider how their actions and interactions could further enhance people’s wellbeing and quality of life. Reflective discussions and lessons learned and shared, encouraged staff to identify opportunities to enrich people’s lives and contribute to the ongoing development of the service.

The provider demonstrated a strong commitment to continuous improvement, collaboration and learning. Effective systems gathered feedback from people, relatives, staff and external professionals. Feedback was listened to, valued and acted upon whenever possible. Actions taken were displayed in the home so there was a clear understanding of changes made.

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 had the skills, knowledge, experience and credibility to lead effectively. They always did so with integrity, openness and honesty.

There was a strong and visible leadership team who consistently demonstrated the organisation’s values and created a culture where staff felt included, supported and empowered to deliver compassionate, person-centred care. Leaders promoted a positive working environment that encouraged staff to provide high-quality, individualised support and to achieve the best possible outcomes for people living at the home.

Senior leaders and staff spoke passionately about their shared vision of helping people to “live a life well lived every day.” They demonstrated collaborative and inclusive approaches to ensure people could achieve their goals and maintain their independence wherever possible. The Chief Executive Officer (CEO) held daily video call meetings with all the provider’s homes, during which information was shared, challenges discussed and actions agreed. This proactive approach enabled leaders to identify concerns promptly, provide support and guidance, and maintain effective oversight of the quality and safety of care being delivered across the service.

People, relatives and staff described leaders as visible, approachable and responsive. One staff member told us, “I’ve never worked anywhere with such a visible CEO. I can just go over and talk to her about anything.” A relative said, “I have met the management team and had regular chats with them. I think the staff who are with [family member] daily know [family member] well and therefore I go to them for information about [family member] If I did have a problem, I know the door is always open for a chat with [registered manager]. I think the home is very forward thinking in lots of areas, which is a refreshing change. They are trying to provide a good home environment, as close to home as possible.”

Leaders recognised the importance of language in shaping culture and promoting dignity, equality and respect. Staff had access to a dedicated positive language resource which supported them to communicate in ways that upheld people’s individuality and strengths. During our visit, we observed staff speaking with people and colleagues in a respectful, compassionate and inclusive manner. This helped create a culture where people were valued as individuals and encouraged collaborative working across the service and with other professionals. Health and social care professionals also spoke positively about their experiences of the home, describing staff as welcoming, professional and responsive to people’s needs.

Leaders demonstrated a commitment to ensuring people received compassionate, person-centred care from staff who knew them well and understood their individual needs. They recognised the importance of developing positive and trusting relationships between people and staff, particularly during situations that could cause anxiety or distress.

The provider invested in staff development to ensure they had the skills and competencies needed to meet people's diverse health and care needs. For example, staff were undertaking training and competency assessments to enable them to take blood samples when clinically required. This reduced the need for people to attend external appointments or be supported by unfamiliar professionals and helped ensure care and treatment could be delivered by staff who had established relationships with them.

Staff consistently spoke positively about the leadership team and told us they felt valued, respected and supported in their roles. One staff member said, “I’m so happy I found this place. Everyone is so invested in the care we give and that’s the managers as well. I feel like I’m cared for and respected, I know they’d help me if I needed help.” Another shared, “I like working here because what I do is recognised, I’m thanked for what I do, we all are. When it’s been a difficult day, that makes a world of difference and I feel appreciated.” These comments reflected a positive and inclusive culture where wellbeing was prioritised and contributions were acknowledged, helping to support the delivery of compassionate, high-quality care.

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

There was a positive and open culture within the service where staff felt able and encouraged to speak up. Leaders operated an open-door policy which was evident throughout the assessment.

The registered managers and leaders were highly visible within the home and engaged regularly with staff, creating opportunities for open and honest conversations. Staff told us they felt comfortable approaching any member of the leadership team and were confident their views, concerns and suggestions would be listened to and acted upon.

Systems and processes supported freedom to speak up. These included regular supervision sessions, team meetings and informal opportunities to discuss concerns with managers. Staff were made aware of the provider’s whistleblowing policy during their induction and understood how to raise concerns if required. This supported a culture where people could speak up safely.

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.

There was a positive and inclusive culture where staff felt valued, respected and supported. Staff told us they felt able to be themselves at work and were confident the registered manager and leadership team actively promoted equality, diversity and inclusion. Staff said their individuality was recognised and they were treated fairly regardless of their background, beliefs or personal characteristics.

The provider demonstrated a commitment to inclusion from the start of employment, with information for new staff highlighting expectations around equality, diversity and respect, including support for LGBTQ+ (Lesbian, Gay, Bi, Trans and Queer+) communities. Leaders told us they celebrated diversity and attended a Pride event annually to celebrate and support the LGBTQ+ community.

Staff felt accepted and included within the organisation. One staff member said, “This is a place where you can truly be yourself with no judgement, just support.”

Policies and procedures supported equality, diversity and inclusion and helped protect people and staff from discrimination. Leaders understood their responsibilities in relation to protected characteristics and promoted a culture where diversity was respected and individual rights were upheld.

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.

Leaders used a governance dashboard to monitor key areas of the service. This provided real-time information and trends relating to areas such as skin integrity, falls, accidents and incidents, weight monitoring, and medicines management. Information gathered through these processes was analysed and used to identify risks, monitor performance and inform decision-making. Information was shared with staff through meetings, supervision and handovers if changes were needed to drive improvement. In addition, a quality manager carried out regular visits and completed audits to identify any shortfalls and support the registered manager to make improvements.

Governance arrangements were embedded throughout the organisation. Daily operational meetings included representation from all areas of the home and provided opportunities to review performance, discuss risks and agree actions. These meetings linked into wider monthly governance forums attended by senior leaders, including the CEO, providing additional oversight, scrutiny and assurance regarding the quality and safety of the service.

The provider had systems in place to actively seek and respond to feedback from people, relatives and staff. Regular surveys were used to gather views about the quality of care and support provided and to identify opportunities for improvement. Feedback received was reviewed and analysed by the management team, with actions taken where themes or suggestions for improvement were identified. The outcome of this analysis, including any changes made as a result of feedback, was displayed on a screen within the home. This helped ensure people, relatives and staff were informed about how their views had been listened to and acted upon when possible.

The provider clearly understood and carried out their duty to collaborate and worked in partnership, and services worked seamlessly for people. They always shared information and learning with partners and collaborated for improvement.

The provider demonstrated a strong commitment to partnership working and contributing to the wider health and social care community. Leaders actively engaged with external organisations, professional networks and research initiatives to share learning, promote best practice and influence improvements across the sector. The Chief Executive Officer (CEO) was a non-executive director of The Outstanding Society, a community interest company which supports providers to share best practice and strive for excellence in care delivery. Leaders also participated in research projects, including the Vivaldi Study, which focused on reducing infections in care settings. This enabled the organisation to remain informed about issues affecting older people and contribute to developments within adult social care.

The CEO regularly engaged with sector events and conferences to share learning and promote positive care culture. This included speaking at events such as the Care Show and Care England conferences, where they highlighted the importance of effective leadership, positive cultures and empowering people to live with dignity, choice and independence. This demonstrated the provider's commitment to continuous learning, sharing best practice and improving outcomes for people using services.

Meaningful partnerships within the local community had been fostered. Strong links had been established with local schools, police services and NHS organisations to promote engagement, inclusion and community involvement. For example, NHS staff were welcomed into the home and offered refreshments and wellbeing support while working locally. This helped strengthen relationships between health and social care professionals and promoted collaborative working.

The home also hosted regular community engagement initiatives, including ‘Coffee with a Cop’ events in partnership with the local police service. These events provided opportunities for people living at the home, local residents and those who may have been vulnerable or socially isolated to meet with police officers and other professionals in an informal and supportive setting. People were able to raise concerns, discuss matters important to them and build connections within their community. These initiatives also enabled external agencies to gain a better understanding of the needs of people living at the home and the wider local population.

Leaders recognised the value of partnership working and actively sought opportunities to create an inclusive environment which benefited both people living at the home and the wider community. Their approach promoted social inclusion, strengthened relationships and helped ensure people remain connected to the local community.

The provider had a strong focus on continuous learning, innovation and improvement across the organisation and local system. They always encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice and research.

Learning was embedded within the culture of the home. Outcomes from investigations and service developments were regularly shared through monthly ‘Learning Lab’ meetings, which were open to all staff. These sessions provided opportunities to reflect on practice, share knowledge and promote learning across the service. One staff member told us, “I’ve been to some and I always take new knowledge away with me.” In addition, leaders used feedback to drive improvement. Information from staff exit interviews identified opportunities to strengthen the culture within the home. In response, the provider introduced a staff incentive scheme, monitored the impact of the initiative and found it had a positive effect on staff morale and workplace culture.

Staff benefited from regular meetings, reflective discussions and organisation-wide learning forums, which enabled lessons learned within the home and across the provider's other services to be shared. Staff told us they felt involved and understood how changes to practice had been made following feedback, incidents and shared learning. This supported a culture of continuous improvement where learning was encouraged and valued.

The provider embraced innovation to enhance the quality of care people received. For example, an electronic pain assessment system was used to support people who were unable to communicate discomfort. This enabled staff to identify signs of pain more effectively and ensure timely interventions were provided, improving people's comfort and wellbeing through a person-centred approach.

Staff felt empowered to contribute ideas and provide feedback, confident their views would be listened to and acted upon. They told us they felt valued, supported and recognised for their contribution to improving standards and delivering high-quality care. This positive culture encouraged staff engagement and supported ongoing development and innovation across the service.