Newfield 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 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.

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.

Leaders and staff in the home were committed to ongoing improvements. Staff understood the providers vision for the home and reflected the homes values throughout their work. The culture of the home demonstrated a shared goal of providing good quality care and experiences for people. Staff told us they “like the teamwork most” and “it feels like a home and not clinical.”

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 home is currently recruiting for a registered manager however; there was effective oversight from the deputy manager and registered manager of a sister home at the time of the inspection. Both showed genuine compassion for people living at the service and demonstrated they had knowledge and skill for supporting people and service development.

Staff felt supported in their roles and gave consistently positive feedback about leaders. Feedback included, “management welcome all ideas,” and there was mutual feedback from staff that they feel listened to.

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

Staff felt confident to speak up and discuss concerns and ideas with leaders. They felt they would be listened to and actions would be taken. Staff had the opportunity to join regular staff meetings to share ideas and raise concerns. They also had regular supervisions which provided a confidential space to talk openly. There were whistleblowing policies visible within the home and staff demonstrated knowledge on how to use this effectively.

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 environment was inclusive and respectful where individual skills and experiences were valued. Staff across different roles told us they were treated fairly and their contributions were valued. Staff did not disclose any bullying, discrimination, or unfair treatment.

The consistency of staff feedback demonstrated that inclusion was reflected in their workday experience. This supported positive relationships and helped create an environment where staff can be themselves.

The provider did not always have clear responsibilities, roles, systems of accountability or good governance. They did not always act on the best information about risk, performance and outcomes, or share this securely with others when appropriate.

Governance systems were not always effective, although audit were carried out by leaders these did not identify issues in relation to environmental safety and some care information. This increased the risk that staff may have conflicting information when following peoples care plans.

Leaders responded proactively to feedback during the inspection and recognised where governance systems needed strengthening. They took action to resolve issues identified on the day.

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.

Leaders works collaboratively with external partners and shared information promptly and where appropriate. Feedback from external partners was welcomed and used to drive improvements for the home and people.

People were encouraged to be active members of their community and benefit from links outside the home such as the local school, whose children were invited to join activities within the home. Members of the community are also invited to join activities meaning people maintain social connections and enjoy new experiences

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.

There was a positive approach to learning, innovation and improvements across staff and leaders to strengthen the quality of support people received. There was clear evidence that actions identified from external reviews had been completed.

Staff were given opportunities to complete additional training to improve their knowledge and the quality of care they deliver to people. This results in people receiving better outcomes from their care and an improved quality of life.