Loxley Chase

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. Staff spoke positively about the culture and values of the service and said they were happy working at the home. Feedback from people, relatives and staff was sought and acted on. A relative we spoke with said, “I could not have asked for more for me or my loved one. It has been a very positive experience for us both.”

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. Leaders were visible at the service and knowledgeable about people and their needs. One person told us, “They have a good manager. She has got to know us all and the staff.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff gave us open and honest feedback during the assessment, and said they were able to raise any concerns they had. One member of staff told us, “I have no issues whatsoever reporting any issues in the home, whether it be regarding residents, staff or visitors.”

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. Regular meetings took place at which staff could raise any support needs they had.

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. The provider and registered manager carried out a range of audits to monitor and improve standards at the service.

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. Healthcare partners did not raise any concerns about how the service worked in effective partnership with them.

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 worked with leaders of other services operated by the provider to share good practice.