Scarborough Hall and Lodge Care 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 good. At this assessment 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 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 provider’s ethos and values were known and understood by staff. Staff we spoke all told us the service was well-supported by the provider. Staff spoke about the freedom they were given and the resources available to support people.

A staff member said, “Barchester are a fantastic company to work for. The managers are absolutely fantastic, nothing they won’t do for you. Staff are all very competent, they’re here for the people, not just the wage. I love it. We’re all a family.”

Another staff member said, “Nothing needs improving, we all get on really well, we all help each other, ask each other things to make sure the people are supported.”

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.

Staff told us they felt the service was very well-managed. The registered manager had an open-door policy for people, relatives and staff. Staff described how the registered manager was supportive and always available to provide advice. One staff member said, “They (managers) always let us know if we’ve done a good job.” Another said, “If they (managers) feel like you’ve done something good on that day they will tell you. We always get a lot of appreciation from them.”

The provider and registered manager had developed various initiatives to support staff and recognise their work.

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

Staff told us they knew how to raise concerns and were comfortable speaking up. The service shared with staff they ways in which concerns could be raised, including escalating to external partners if necessary.

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 had a diverse workforce. Staff told us they were all supported and treated equally without discrimination.

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.

The provider had robust overarching governance processes in place, which were followed by the registered manager. These covered all aspects of safety and care at the service. Regular checks and audits took place.

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 was embedded in the local community and had developed strong intergenerational links, which were beneficial for all parties. For example, the service and the local nursery took turns to visit each other, and a baby group and local schools also visited regularly. These visits were themed throughout the year, for example, with lambs at Easter and treasure hunts.

People were members of monthly clubs, dementia cafes, churches and art galleries and were supported to attend these regularly. One person had recently had their wish fulfilled to exhibit at the gallery.

The service worked in partnership with other homes to support people’s social bonds. For example, the service had organised a dementia choir across several homes, had made a CD and had performed on a local TV news station.

The service had started to recruit and use volunteers to support activities for people and support the service when they took people on days out. This in turn supported local people back into work.

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.

Systems were in place to ensure continuous learning was embedded throughout the service. Regular meetings took place, and these were used to share best practices and update staff with any lessons learnt.