Barrington 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

The service had good governance audits and arrangements which supported continual improvements in the service. There was a programme of various audits which helped identify areas requiring improvement. Managers were compassionate and inclusive and they took account of issues relating to equality and diversity. Staff felt supported and able to speak up to raise issues or concerns.

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 managers shared with us that they had a clear vision for the service. This included the aim of achieving high quality care for people in the home, to include people in how the home was run and to provide good support and development for staff.

The service had clear processes to ensure the service achieved its vision of high standards of care. A programme of checks and audits identified areas for improvement. Managers and leaders actively sought the views of people and their families, staff and professionals through meetings and providing opportunity to give their views and opinions.

Staff told us they felt well supported and were given training and support to carry out their roles effectively. One staff member said, "Yes, it is a nice place to work", and "staff work well together". Another member of staff told us they had training in supporting people with dementia. Staff told us they felt able to approach managers if they had any concerns.

The service had systems for staff to seek support and raise their concerns. There were regular staff meetings, where important developments about the service were shared. Staff received training to support them in meeting the values and aims of the service. We saw for example that staff received training in equality and diversity.

Staff knew where to find relevant policies to support them should they need to raise concerns formally. They knew they should speak with senior staff within the organisation to escalate issues if necessary.

The service had processes to support staff in speaking up and raising concerns. This included relevant policies in relation to safeguarding and whistleblowing.

Staff told us morale was good and staff worked well together as a team.

The service had a recruitment and retention plan which helped promote equality and diversity within the workforce. New members of staff were encouraged to give a 'this is me' presentation to the staff team when joining the service as a means of sharing important information about themselves.

We spoke with senior staff about the improvements made since our last inspection and the actions they had completed to rectify the issues we previously found. Breaches of regulation had been addressed. Good work was done to ensure care planning and risk assessments were done together with people and their relatives and the pathway of care was clear and monitoring was improved. Quality assurance systems were now working more effectively. Concerns in relation to infection control issues and the safety of the environment had been rectified.

There was a programme of audit and checks in place in order to identify areas for improvement. Action plans were in place to provide a framework and timescales for improvements to be made. This included listening to feedback from people and their families and creating an action plan based on survey feedback.

People received regular visits from healthcare professional to meet people's health needs.

Leaders and staff told us about the ways in which they engaged with stakeholders through meetings, surveys and handovers.

Partners told us there was good, coordinated and complimentary healthcare liaison between the home and other health and social care professionals.

There were systems and processes in place to ensure a coordinated approach to staff working with healthcare professionals, community organisations and people's families.

The managers and staff told us about the ways in which they were continually looking to improve the service. This included listening to feedback and proactively identifying shortfalls through checks and audits.

The service had a management structure which supported staff in monitoring and improving the home. A comprehensive auditing process across all aspects of the service provided information that could be used to develop and improve the service where necessary.