Heath 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 the last inspection, we rated this key question asrequires improvement. At thisinspectionthis key question hasimprovedtogood. 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,strategyand 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 were positive about how the team engaged in helping people live their best lives. A staff member said, “Management is supportive and helpful and staff team cooperates with each other, so we are working as a team.”

The provider had a serviceactionplan in place.This managed areasidentifiedby the team as needing improvementand alsoincludednew ideasto further improve people’s experiences and staff skills.

Feedback from people and their relatives was obtained through meetings,surveysand care plan reviews.In addition, people,relativesand visitorstold us the registered managerwas around,approachableand attentive.Meetings were held with staff to shareand receiveinformation.

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,experienceand credibility to lead effectively. They did so with integrity,opennessand honesty.

People and relatives were positive about the service. A relative said, “I think they are very fortunate to be in such a lovely, friendly environment,whereno doubt, they will spend the rest of their days.”

Staff were positive about the culture and approach in the home.A staff member said, “I consider residents are feeling safe and happy in here. Food is amazing, staff is kind and caring, good management,you feel free to approach them, they have anopen doorpolicy for staff. Overall, I amvery happyto work here and be part of this amazingteam!”The registered manager told us they were most proud of the relationships they had built so people felt they could go to them andopen up.

There were systems in place to help ensure care was personalised and people had a positive experience. A function of the provider’s system included an overview of people’s involvement and engagement with activities, social interaction and time with family or friends and general wellbeing.Where thisneeded more input from staff, actions were developed for staff completion.

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

Staff were positive about how the management team engaged with and involved them. A staff member said, “They (management team) are asking us if we have any concerns regarding residents’ health, changes on care needs, safety, maintenance, food quality, domestic issues, staff issues, etc I feel that I am able to speak up freely each time when I encounter any concern/issue regarding residents, staff, etc.” Another staff member said, “Staff meetings are held regularly,both general staff meetings and senior staff meetings and we are always encouraged to share our views. I always feel able to speak up openly always.”

Staff told us the management team were visible and approachable.

Therewereresident, relative and staff meetings.A survey for people, relatives, and staff had been carried out by the provider. Actions wereimplemented and recorded where needed in response to feedback.For example,changes to the deployment ofauxiliarystaffwhen care staff are supporting people in peak times, to help ensure people feel staff are aroundand reminders for staff to help ensure they were aware of support available.

Relatives had regular contact with staff and managers, and during assessment, careplanningand events in the home. This enabled effective communication and sharing of feedback.

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.

Staff felt supported and respected by the management team. A staff member said, “I consider all staff are treated fairly and equally, doesn’t matter what culture, religion, sexual orientation orbeliefsthey have.”

The provider had an equal opportunities policy which they adhered to.Staff employed demonstrateddifferent backgrounds, ages,gendersand ethnicity which was a benefit for the people they supported.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and delivergood quality, sustainable care,treatmentand support. They acted on the best information about risk,performanceand outcomes, and shared this securely with others whenappropriate.

Staff were positive about the management and running of the service.A staff member said, “I consider the service runs well, smoothly. Our home manager or deputy manager completes daily a walk round in each unitin order tospot check any issues, concerns, etc.”Another staff member said, “Idon'tthink at this moment something could be better. Everything is going quite well.”

There were governance systems to helpidentifyand address any issues. These systems covered key areas such as care plans,health and safety, clinical needs,fallsand medicines. Where issues were found, a plan was implemented and actioned to resolve it.

We found themanagement teamresponded to any complaints,feedbackand requests.

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.

People and relatives told us they were supported to access other professionals.

A visiting health and social care professional told us they felt people were well cared for. They told usthere wasgood communicationwith the team at Heath Lodge.

The management teamadvisedus of the agencies they worked with outside of the organisation, which included health and social care agencies, and about the benefits to people and the service.This included a care providers association to access training and updates, and other health and social care teams so health care and support were accessible.

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience,outcomeand quality of life for people. They actively contributed to safe, effective practice and research.

Staff told us information was shared and training provided to drive improvements and innovation. A staff member said, “Updated policies and legislation are shared through meetings,emails, and training sessions. We always have lessons learnt from incidents and inspections circulate through the home to support continuous improvement.We are working on providing more attention and activities to the people in bed as we have started using Namastecarefocusing on sensory activities.”Namaste Care is specialised, person-centred approach designed to improve the quality of life for people living with advanced dementia or those nearing the end of their lives.

The provider had developed systems to helpidentifyany learning and improvement areas.They had plans to further improve people’s experiences.This includeda Namaste project to help improve the lives of people cared for in bed, as part of this a physiotherapist attended tohelp people’s mobility and aid their comfort. There was work on an open garden and sensory room. In addition, they were taking advantage of having another of the provider’s homes inclose proximityand using their facilities to increase the sense of community.