Coppice 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 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 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 promoted a shared vision, strategy and culture based on transparency, equity, equality, human rights, diversity, inclusion and engagement, with a clear focus on understanding the needs and challenges of people and their communities. Staff worked together to deliver person‑centred care and created a warm and welcoming environment, where they spent time with people and knew them as individuals. The registered manager maintained a visible presence within the service and actively monitored the culture to identify and address any potential signs of a closed culture. The provider had a comprehensive Equality, Diversity and Inclusion policy that reflected current legislation and set clear expectations for staff behaviour, leadership and workplace culture. Leaders embedded the service’s vision and values from the start of employment through induction and ongoing individual meetings. Staff told us the manager promoted a culture of openness and good communication, which supported positive team working and outcomes for people.

The provider had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support and demonstrated the organisation’s values in practice. Since the last inspection, the provider had appointed a new manager who brought the skills, knowledge, experience and credibility to lead effectively, and they showed integrity, openness and honesty in their approach. The registered manager told us they felt well supported by the provider and had access to training to support their ongoing development. Staff said the service was well managed, which meant they felt supported in their roles and able to provide consistent, person centred care to people. One staff member told us, “[Name] is very supportive, she always gives us good advice” another said, “[Name] is a wonderful manager”.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. They had processes in place to support staff to raise concerns confidentially and promote a culture of openness. Leaders regularly visited the service, where they observed interactions between staff and people, spoke with staff about right care, right support and right culture, and reviewed how care plans were recorded. Staff meetings included a standard agenda item on closed culture, which encouraged ongoing discussion and awareness and supported staff to feel confident in speaking up about any concerns.

The provider valued diversity within their workforce and promoted an inclusive and fair culture by working to improve equality and equity for staff. The registered manager created a fair and supportive environment and made reasonable adjustments where necessary, including completing risk assessments for staff with protected characteristics and maternity risk assessments. The service recorded, reported and investigated incidents where staff were affected and took action to reduce risks and prevent recurrence. This approach supported staff wellbeing and helped ensure a safe and inclusive working environment.

The provider maintained clear governance arrangements, with defined roles, responsibilities and systems of accountability that staff understood and followed in practice. They used effective systems to assess, monitor and improve the quality and safety of care, including a business continuity plan that was up to date and regularly reviewed. The registered manager promoted an open, transparent and inclusive culture and demonstrated a strong commitment to delivering person-centred care. Electronic care records supported oversight by alerting staff to overdue tasks and enabling actions from audits and external visits to be recorded, tracked and progressed. Regular structured meetings ensured information was effectively cascaded, keeping staff informed and engaged. This meant the service consistently acted on risk, performance and outcome information to drive improvement and deliver safe, high-quality care.

The provider worked collaboratively with partners to ensure care and support were well coordinated and met people’s needs. The registered manager developed positive working relationships with external professionals, including healthcare services and the local authority, and shared information to support continuous improvement. Staff supported people to live as independently as possible and to access their local community as they wished. Where needed, they made referrals to other organisations to ensure people received the right support.

The provider promoted a culture of continuous learning, improvement and innovation to enhance people’s experiences and outcomes. The registered manager regularly reviewed incidents to identify patterns and shared learning to improve practice. They encouraged staff to share ideas and suggestions, which they discussed in monthly team meetings. The team talked through lessons learned from complaints and incidents to help staff improve the way they worked. The registered manager worked closely with people, their relatives and staff to maintain a person-centred, enabling and empowering culture.