Bryony Lodge Nursing 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.

There is a clear, person-centred vision focused on delivering high-quality care while supporting staff. This is underpinned by an open, honest and transparent ethos. The registered manager promoted a strong, inclusive culture where people, relatives and staff describe the service as “like a family.”

This culture was reinforced through an open-door approach, regular engagement with people and families, and visible leadership. People were encouraged to speak up and were confident that concerns or ideas will be acted on promptly.

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.

The registered manager had a strong presence throughout the service and actively engaged with people, relatives and staff. The management team worked well together and supported each other to deliver safe quality care. Staff told us they felt supported. A staff member told us, “The manager is supportive and I am supported by colleagues.”

The provider fostered a positive culture where people and staff felt they could speak up and their voice would be heard. The provider had a whistleblowing policy in place and staff understood their responsibilities to raise concerns when needed. Staff were confident raising issues with management and felt they would be listened to and acted upon.

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 an equality and diversity policy, and staff told us they felt supported. When staff requested flexible working arrangements to enable a better family support structure, the registered manager had systems in place to help ensure this happened.

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. Leaders acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

Quality assurance processes were in place, providing clear oversight of the service and identifying any areas for improvement. Findings from audits were used to inform improvements and maintain high standards of care.

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 to support improvement.

There were strong links with commissioners and the local authority, and the registered manager used these relationships to share learning and drive improvements. The service also supported access to advocacy where needed, ensuring people’s voices were heard.

People were supported to remain active members of their community through a range of regular outings, events and meaningful activities. This included sessions such as Bible stories, where people could share stories and sing together. Families were welcomed and encouraged to be involved in daily life, helping to maintain strong relationships and continuity of care. The registered manager told us, “We’re not just caring for the resident, we are caring for the family as well.”

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.

The provider had established audit and governance systems that enabled them to monitor trends and outcomes effectively. Information from incidents and audits was used to identify areas for learning and to improve practice. Lessons learned were identified and shared with staff and other relevant parties to support ongoing improvement.