Stanway Green 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 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 71 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

Leaders and staff had a shared vision which placed people at the centre of the service. Staff understood their roles and responsibilities and felt involved in decision-making. Staff told us they felt proud of the service and the care they provided. Comments included, “I am proud of the warm, positive environment”, “We work very well as a team. We all support one another and always act in the best interests of the residents” and “I am proud to be part of a team that uplifts one another and takes joy in seeing residents happy.”

People’s relatives spoke positively about the culture of the service and told us they felt welcome when visiting. Comments included, “It is like a community and it feels like a home” and “I never feel it is a clinical home; it is light and airy, the whole environment is right for [person].”

The provider had inclusive leaders at all levels who understood the context in which they delivered care and support and embodied the culture and values of their workforce. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

People, relatives and staff spoke positively about the management team and told us the manager was visible and approachable at all times. Comments included, “The manager is very easy to speak to and very approachable and we can guarantee to see them every time we visit” and “The manager is visible and is readily walking around to see” and “The manager is very good, always smiling and helpful.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff had information and guidance about speaking up and whistleblowing which they could access if required. They told us they were encouraged to express their views and talk to the management team about any concerns. One member of staff told us, “Managers are approachable and easy to contact. They listen to concerns and provide support whenever needed.”

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 policies in place to ensure equality in their recruitment and training opportunities. Reasonable adjustments were in place where appropriate and staff told us they were able to request any additional support they required to fulfil their role.

The provider had clear responsibilities, roles and systems of accountability in place. However, their governance processes were not always implemented effectively and this meant they did not always promptly identify and address issues relating to risk management.

For example, during the inspection we identified concerns with the provider’s oversight of falls monitoring, weight monitoring, risk management and infection prevention and control processes.

Despite the concerns with the provider’s auditing processes, the management team were a consistent, visible presence in the service. Managers told us they knew people’s needs well and were able to identify and promptly respond to any changes or safety concerns. Staff confirmed managers were available to provide management support and oversight on a daily basis.

Following our feedback, the management team took prompt action, reviewing and amending their auditing processes to improve management oversight.

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 promoted positive working relationships. One health professional told us, “The staff are always ready to assist in any way if I should need support.” Another health professional said, “When we visit the home we have a warm welcome from the staff” and “It is a pleasant home which we enjoy visiting.”

People and relatives spoke positively about the links the service had built with the community. Comments included, “[Person] loves to sing and they have children in and Christmas things and they are very good at getting them involved. It is a smaller and more intimate community”, “They have a Church service and they take [person] into it” and “[Person] loves the singing and the school children going in. The Summer fete was great.”

The provider demonstrated a commitment to continuous learning and improvement. The management team encouraged people, relatives and staff to be involved in making decisions about the service and managers were responsive to feedback from other health and social care professionals.

Where concerns were identified during the inspection, the provider was open in acknowledging shortfalls and prompt to evidence the immediate steps they were taking to review their processes and drive improvements in the service.