Clifton 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 registered manager 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. The provider supported staff to become engagement champions as part of an initiative to promote equality and diversity for staff and ensure all staff were treated fairly. The registered manager was very supportive of staff and had developed a listening culture. One member of staff said, “The manager is 100% approachable and always has an open door. I feel they would support me with any issues.”

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 developed their team across all levels and staff were supported with additional training to develop their skills. There were safe recruitment practices in place. Staff received regular supervision and an appraisal where they could discuss their role and accountabilities.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The registered manager promoted a culture of openness, honesty and transparency at the service. Staff were supported to speak up to drive improvements and positive outcomes for people and staff. There were policies in place to support staff with ‘whistle blowing’ should they witness poor practice. The provider had a safeguarding guardian who worked with the registered manager when needed and was available to give guidance to staff.

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 has a number of networks open for staff to join to promote equality amongst the workforces. These include Carer’s Network, Spirituality Network, BAME (Black, Asian & Minority Ethnic) Network, LGBTQ+ (Lesbian, Gay, Bi, Trans, Queer+) Network, Disability & Mental Health Network. These are open to all staff and allow members of a protected characteristic group to have their say in the decisions made by the provider, as well as raise issues with the Equality and Inclusion Committee. All staff have regular meetings where they can discuss well-being and raise concerns in a supportive environment.

The registered manager had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate. The registered manager was keen to continually drive improvements at the service to provide positive outcomes for people and staff. The registered manager documented improvements in an action plan and had implemented systems to monitor and improve risks in relation to falls at the service and could show how they decreased these.

The registered manager 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. The registered manager networked with other healthcare professionals to share ideas, learning and development for the service.

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. The registered manager shared learning with staff when things went wrong, to ensure there is reflection and learning from every situation. Staff are supported with the development of their skills through training and learning opportunities.