Boroughbridge Manor 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 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.

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.

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.

There were clear visions and values, which staff at the home understood. The registered manager was consistently focused on developing a strong staff team aligned to these. The registered manager told us, “I’m proud to have confident staff and a home where my residents can call home, to see people smile and laugh and are safe. I want people to have a new chapter when they come here, and to give them enjoyment.” A senior manager described the significant changes made to the home by the registered manager and commented, “This is very much [registered manager’s] home. She’s the right person for the job.” The registered manager had developed a culture of openness with staff, people, relatives and visiting professionals.

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.

Feedback we received about managers at the service was positive. Comments from staff included, “She [the registered manager] has got great ideas. The deputy manager is also fantastic” and “Our [registered] manager knows what she is doing. She has found a way to bring a better environment. All these changes; they are brilliant. I love it!” The service had included senior leaders at some staff meetings to facilitate inclusion at all levels of the organisation. During our inspection senior leaders visited during the afternoon and worked alongside staff.

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

Staff and leaders acted with openness and honesty. Staff were encouraged to speak by at meetings and in a confidential manner, if they wished. Staff comments included, “I feel the manager listens and respects my views”, “Staff are encouraged to make suggestions and bring ideas” and “Everyone feels they are heard and listened to.” Posters were displayed encouraging staff to do so.

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 service had a diverse workforce and celebrated this. Staff were encouraged to share their heritage, for example, with themed food days where staff and people were equally involved.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver care, treatment and support.

The registered manager had identified improvements in quality assurance systems and developed additional processes, which had been adopted and embedded. This supported increased checks about the service. However, these systems had failed to identify the areas of concerns found during this inspection.

The improvement made by the registered manager since our last inspection visit were recognised and we found the areas of concern identified during this inspection visit were different to those identified previously. The registered manager was responsive to our feedback and we were assured appropriate action had been taken to rectify most of our concerns following our visit.

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 had forged links with other organisations to support people with their social and community needs. For example, in taking part in a fund-raising fashion show, supporting Dementia Forward Action week, Wellness Gateway, and linking in with local community groups to provide digital support. The home was planning to hold an open day at the end of August.

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.

The registered manager had implemented a range of changes within the home to support continuous improvement. They told us how they ensured staff fully understood the need for these. The registered manager was committed to the service taking every opportunity to learn and worked to embed this across the whole service. For example, by exploring training needs based on the needs of the people living at the service.