Bishopsgate 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 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 meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

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 and their communities.

All staff worked together to ensure a quality service for people. There was an open-door policy, and staff had the opportunity to take part in the running of the service by contributing their views at supervision meetings and staff meetings. Although there had been a change to the company, the vision and values were consistently being embedded, and staff knew how these applied to their role.

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. A person said, “(Manager name) was handing cups of tea round the other day. He had a chat. Very good like, he wants to know what is and what’s not right. Right nice chap, very helpful if anything’s wrong.” A relative said, “They (management) do all they can, no improvements, if you want something, they get it.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. People and their relatives were confident to raise issues with the management team. A relative said, ‘They see if you have any complaints. They do a brilliant job.”

Staff said their views and suggestions were listened to via team meetings or individual support sessions. A staff member said, “Yes I feel supported by staff and management, everyone has made me feel very welcomed. (Senior staff name) has supported me since I started, and the management have checked in on me regularly to see how I’m managing.”

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.

Staff had regular contact with the management team and said the service was free from any discrimination or harassment. They told us they worked well as a team.

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 robust action plan was in place which had been developed with the management team to address the shortfalls they had identified. This mirrored most of the findings of this assessment. Anything found outside the action plan was either addressed immediately or added to the action plan to be fully reviewed.

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 management team invited members of the community to various events. This included local schools, a nearby church, and people’s families to be part of the infrastructure of the service to ensure people carried on feeling part of the local community. A person from the local church said, “It’s a lovely care home, the staff are marvellous, and we come regularly.”

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.

Action plans were used efficiently to address any concerns and identify better ways to deliver the service. The provider had an increased leadership presence of the senior management team which had improved quality monitoring and given a proactive commitment to resolving concerns.