Astor 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 leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture. At the 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.

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, systems of accountability and good governance. They used these to manage and deliver good-quality, sustainable care, treatment and support. They acted on information about risk, performance and outcomes and shared this securely with others when appropriate. The management team had good oversight of the service and had established an effective quality assurance system. The provider and staff from the local NHS trust completed audits, identified areas for development and took prompt action when issues were found. Staffing levels were monitored against the requirements of the NHS trust that funded the intermediate-care placements. Following a recent review the provider in conjunction with conversations with the local NHS Trust had determined 2 nurses were required on each shift, alongside sufficient care and auxiliary staff. These additional staff had been deployed in a timely manner.

Staff worked well in partnership with other organisations and community services to promote positive outcomes for people. Staff shared information and learning with partners and collaborated to improve people’s care and outcomes. Professionals consistently described collaborative working relationships and told us staff communicated effectively and involved them appropriately in people's care and support. Staff worked effectively with the healthcare professionals involved in each person’s rehabilitation and supported people throughout their stay to regain skills and achieve as full a recovery as possible.

The management team focused on continuous learning, innovation and improvement across the service and local system. They encouraged staff to develop their skills and used learning to improve the quality and safety of people’s care. Accidents and incidents were recorded and consistently reviewed to identify lessons and improve practice. This had contributed to prompt safeguarding responses. The management team and NHS trust staff also used audits to identify areas for development and took timely action when issues were found. The team continually reviewed its systems and looked for opportunities to improve the service.