The Lindsay

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. At our last inspection we rated this key question requires improvement. At this inspection the rating has changed to good. The provider had strengthened their oversight and leadership within the service. 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 service 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.

Everyone within the service worked to the same goals and vision. The provider’s mission was to, ‘help people live longer, healthier, happier lives and making a better world.’ This had included working together as a team within the service. A relative said, “Staff all work together, they respect each other, and they respect the residents too.” Staff were complimentary about their colleagues describing how relationships had improved, and they were committed to the future. The provider was working on the stability of the service across their locations and with a focus on environmental sustainability. A member of staff said, “From my point of view everything has been improved.”
 

The service had a proactive and positive culture of safety, based on openness and honesty. They listened to concerns about safety and investigated and reported safety events. Lessons were learnt to continually identify and embed good practice.

People were supported by a service which continually sought to learn from accidents, incidents and events. This had been within the service itself and across the providers locations. Staff told us they were included and felt listened to. Daily, weekly, monthly and quarterly meetings ensured all staff were aware of events and any concerns. We received positive feedback from health and social care professionals regarding the service. Records showed accidents, incidents and events were recorded in accordance with the providers policy and analysis was carried out and this was shared.
 

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

People and where necessary their relatives were provided with multiple ways to give their views on the service provided. Everyone told us they were happy to speak with staff or the manager to address any concerns. People told us they knew the manager and staff told us they were always checking in to make sure things were going well. Staff felt comfortable raising concerns, they knew how to speak up and had confidence they would be supported. Staff had access to a ‘speak up’ application where they could share concerns or information where they didn’t feel comfortable doing so within the service.
 

The service had a proactive and positive culture of safety, based on openness and honesty. They listened to concerns about safety and investigated and reported safety events. Lessons were learnt to continually identify and embed good practice.

People were supported by a service which continually sought to learn from accidents, incidents and events. This had been within the service itself and across the providers locations. Staff told us they were included and felt listened to. Daily, weekly, monthly and quarterly meetings ensured all staff were aware of events and any concerns. We received positive feedback from health and social care professionals regarding the service. Records showed accidents, incidents and events were recorded in accordance with the providers policy and analysis was carried out and this was shared.
 

The service 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 act on the best information about risk, performance and outcomes, and share this securely with others when appropriate.

Improvements had been made to the governance systems within the service, and they were operating effectively. Improvements had been embedded and sustained, giving a solid foundation to build upon. People, their relatives and staff had increased confidence in the management of the service. Staff roles and responsibilities were clear. Governance and oversight were multi-layered, and this had meant continuous improvement through regular calls and monthly assurance visits. Effective electronic systems allowed scrutiny and live views of events within the service. These systems had contributed to safety and the oversight of quality. The manager told us they were confident in the systems for monitoring and oversight.
 

The service understood their duty to collaborate and work in partnership, so services work seamlessly for people. They share information and learning with partners and collaborate for improvement.

People and their relatives told us they felt included; some told us of walks and trips to local shops and cafés. Staff told us they worked well with external professionals, specialists, charities and organisations. The Lindsay was part of the local area, centrally located they worked to share their knowledge with families and locals. Partnership working and community links were made, and the service was passionate about working within their local community. This had included bringing the community into the service by providing advice and guidance on subjects such as, Dementia. The manager told us this is an area they wished to develop further.
 

The service 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 contribute to safe, effective practice and research.

Audits and monitoring checks across the service were displayed on various dashboards, this had enabled the manager to have a real time view of the service. The ‘live’ action plans were comprehensive, clear and included realistic deadlines with responsible staff allocated for each action. The management team told us about the ways in which they were continually looking to improve the service. This included being proactive in identifying shortfalls through their audits and checks and sharing learning across the provider’s locations. The service continually sought to engage with people, their relatives and staff to improve outcomes.