Amberwood 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.
 

At our last inspection we rated this key question good. At this inspection the rating has remained 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 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.

Staff felt part of a team. A staff member told us, “The registered manager is very approachable and very knowledgeable. If you go there for anything or support, the registered manager will make sure it is done as soon as possible. The registered manager is accommodating and understands staff’s needs.”

The service held regular management meetings, staff meetings and supervisions.

The service 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.

Staff spoke positively about the registered manager and told us they felt able to ask for support if needed.Staff knew how to raise concerns and access support. One staff member said, “The registered manager is readily accessible whenever there are issues, concerns and always ready to proffer solution and support.” Another staff member told us, “I feel the registered manager is approachable and models inclusive behaviour.”

The registered manager was knowledgeable about and could access relevant support and development in their role.

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

The registered manager was aware of the importance of supporting staff to speak up. There was a culture of speaking up where staff were able to raise concerns without fear of detriment.

Staff confirmed they knew how to raise their concerns and felt they would be listened to. One staff member said, “The registered manager always praises staff and is willing to listen to any concerns we may have.” Another staff member told us, “There are always opportunities to raise concerns and share feedback. The registered manager is very approachable and all the team as well.”

The provider had up to date policies in relation to safeguarding and whistleblowing.

The service valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who work for them.

Staff told us they felt valued and respected by the registered manager and the provider. One staff member said, “It is a nice place to work, good environment. Staff are kind, they all work hard.” Another staff member told us, “The workplace is inclusive and there are equal opportunities for promotion and perks.”

The service was an inclusive workplace where staff were treated and supported as individuals.  The registered manager ensured reasonable adjustments were implemented where required.

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.

Services we regulate have a statutory responsibility to notify CQC about certain events that occur in a service. Notifications were being submitted, as required.

Systems were in place to monitor the service through a programme of regular audits.Regular management meetings were in place to discuss and review audits.

A staff member said, “The home is very well led.”

Further governance was in place from the senior leadership team who completed unannounced checks to ensure the service was running at a continued good standard.

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.

The registered manager told us the service regularly communicated with health and social care professionals as required to meet people’s needs. Records confirmed people’s relatives were involved and often attended people’s health appointments when required.

The provider kept detailed records of people’s health appointments. The provider understood their duty to collaborate, share information andwork in partnership with key organisations to support care provision, service development and joined-up care.

Health and social care professionals were complimentary about the service.

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 contributed to safe, effective practice and research.

The registered manager told us about the ways in which they were continually looking to improve the service.For example, introducing changes to the rota system, changing what type and in what format information was displayed in the building.