Dalton 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 [newly registered- amend as required] 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.

The home manager and staff demonstrated a clear understanding of the provider’s core values and spoke enthusiastically about the service's positive culture. The home manager shared insights into the service's developmental journey, highlighting the improvements being implemented and demonstrating a commitment to continuously enhancing the quality of care and experiences for people.

Systems and processes were in place to ensure staff were well supported and equipped with the skills and knowledge to promote a positive culture within the home.

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 had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty. People, relatives, and staff consistently spoke highly of the management team. Comments included, "The management team are great and very approachable. The registered manager communicates really well with everyone and will support in any way they can." And "The management are lovely and personable. They are quick to action anything we need."

The home manager was visible, responsive, and actively involved in care delivery, contributing to a strong sense of trust and confidence in the leadership The provider's systems and processes ensured all staff understood their roles and responsibilities, and knew when and how to escalate concerns.

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

People, relatives, and staff felt confident raising concerns, knowing appropriate action would be taken. There was a clear complaints policy available. When complaints were raised, they were logged along with details of any resulting actions. Staff were aware of the whistleblowing procedures and felt supported by an open-door policy that encouraged transparency and speaking up. A staff member told us, “The manager is approachable and always makes time to listen to staff concerns. She encourages an open-door policy and checks in regularly with the team.”

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 provider valued diversity and fostered a positive culture. Regular team meetings supported staff to share ideas and concerns to improve the service. Staff achievements were acknowledged through awards and staff told us that the management team expressed appreciation for their contributions in the service. One staff member told us, "Management praise us when things go well and are always available if we have any problems." Another staff commented, “Communication is clear, handovers are well-structured, and any changes in policies or procedures are explained to everyone, so we're always up to date.”

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.

Systems and processes were in place to ensure effective governance and oversight to ensure the delivery of safe, effective, person-centred care. A range of audits were regularly conducted, covering areas such as medicines management, health and safety, and incident and accidents. These audits were effective in identifying areas for improvement and driving positive changes.

The management team carried out daily walkarounds and spot checks to maintain standards and address any issues promptly.

Both the provider and home manager evidenced good governance structures, with clear roles, responsibilities, and systems of accountability. They used accurate information to support decision making which was shared with staff and partners when needed.

Statutory notifications to the CQC were completed as required, and the home manager worked with the local authority to ensure safeguarding concerns and people’s safety was prioritised. Workforce planning was well-structured, with recruitment and staff development appropriately managed, to meet the evolving needs of 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.

The service worked well with a variety of healthcare professionals. This included for example the GP, district nurse team, speech and language therapist and occupational therapist.

The provider worked closely with the local authority who commissioned care and health and social care providers. The home manager demonstrated they valued and welcomed partnership working. We received good feedback from stakeholders about the home manager and staff. Comments included, “They were all very polite, kind and friendly and nice to us all." And "I have met the manager a few times and she is very approachable, all staff are." And "The manager is very hands on."

We also saw evidence of other strong community links, including regular visits from the local priest for people who wished to worship, we observed this during our inspections.

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.

Existing systems and processes were actively used to review and implement ongoing changes and drive improvements throughout the service The provider maintained an action plan which helped them to make continuous improvements to the way the service operates.

There was a culture of learning and improvement. Staff in all roles expressed a pride in working for the service and in the care and support they provided. We received positive feedback from a range of sources about the improvements at the service. The provider and the home manager spoke passionately about future developments.