Forest Lodge Rest 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.At our last assessment we rated this key question requires improvement. At this assessment the rating has changed to good.

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

At our previous assessment, we identified a breach of regulation in relation to the governance of the service. At this assessment, we found improvements had been made, and the provider was no longer in breach of this regulation.

This service scored 71 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

We did not look at Shared direction and culture during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Capable, compassionate and inclusive leaders during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Freedom to speak up during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Workforce equality, diversity and inclusion during this assessment. The score for this quality statement is based on the previous rating for Well-led.

The provider had clear responsibilities, roles and systems of accountability. However, they did not always act on the best information about risk, performance and outcomes, or share this with others when appropriate.

The registered manager carried out a range of audits to monitor quality, safety and performance, including audits of care plans, medicines, incidents, accidents, the environment and equipment. Where concerns or trends were identified, actions were taken and learning was shared with staff to support improvements in practice. However, these governance arrangements were not always effective in identifying or responding to risk. For example, medicine audits had not identified the concerns found during our assessment, including the unsafe storage of medicines. Although the provider responded promptly and took remedial action, these issues had not been identified through the provider’s own governance systems.

Staff feedback was sought regularly through staff meetings, supervision and ongoing opportunities to speak with managers. Staff told us communication was effective and they were kept up to date about changes and developments within the home.

There were several members of the management team supporting the home, providing management cover across all days of the week. This helped ensure leaders were visible and approachable to people, relatives and staff. One person told us, “Staff are great. [One of the managers] and I get on like brothers.” 

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.

Information was shared appropriately with external professionals to support safe, coordinated care and positive outcomes for people. Records showed staff contacted community health teams, GPs and other professionals when support or guidance was required. Staff described positive working relationships with visiting services, which helped ensure people received input from the right agencies at the right time.

The management team recognised the value of working with members of the local community. For example, a local school football team visited the home, providing opportunities for people living at the service and the young people to spend time together and build positive relationships.

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.

There was a clear commitment to reviewing practice and identifying opportunities to improve people’s experience and outcomes. Records showed that incidents and accidents were analysed, with action plans developed and followed up by the management team to ensure improvements were implemented and embedded. Staff were encouraged to speak up with ideas for improvement.

During the assessment we identified areas where further improvements were needed, including medicines management, IPC and environment. The provider responded positively to our feedback and took prompt action to address the concerns raised.