Hunters 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 provider had systems and processes that assessed, monitored and reviewed quality and safety. There was good oversight, management and leadership by the registered manager and provider. An action plan was in place to drive improvements. There was a positive culture that was person centred, inclusive and empowering. Staff felt valued and involved. People were supported to have choice and control of their lives as fully as possible. There was continuous learning, and an open and honest culture. Staff had developed positive working partnerships with external health and social care professionals. Staff were clear about their roles and responsibilities and those of others.

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.

Feedback from staff confirmed they knew and understood the provider’s vision and values. Staff confirmed there was a positive staff culture and how they felt valued and respected. A staff member said, “We promote independence, provide person centred care, a safe, warm and caring environment. There is a positive, open, honest and supportive staff culture.” The registered manager said, “We train and develop staff to the highest quality, ensuring they have the skills to support people the best we can. Our mission statement, vision and values are discussed with staff.”

The provider had a clear strategy, vision and values that underpinned the service provided. This was shared with staff and was consistently measured by the provider’s systems and processes that assessed, monitored and reviewed quality and safety. The provider had an inclusive approach. People’s human rights, equality and diversity were recognised, respected and met.

Staff feedback confirmed staff were clear about their roles, responsibilities and accountability. Staff felt well supported and spoke positively about the support, management and leadership of the registered manager. A staff member said, “We have a very caring, supportive, loyal and hard working manager who will support on the floor too. I’m very happy, it’s a positive place to work. The manager is very supportive, approachable and fair to all staff. Staff morale is high.”

All staff were clear about their roles, responsibilities and accountability. Systems and processes confirmed there was provider oversight and leadership. The registered manager was experienced and had recently gained a distinction in their Level 7 Management Award.

Staff were positive about working for the provider and how well the registered manager supported them. Staff felt valued and listened to, and encouraged and enabled to speak up if they had any concerns. Staff confirmed they had access to the provider’s whistleblowing policy and that there was a positive and open culture within the service. A staff member said, “We are encouraged to share any concerns. Yes, the manager advises of any complaints/ incident actions.” Another staff member said, “They [registered manager] encourage us to raise any concerns in every meeting. They don’t say ‘go elsewhere’.”

The registered manager and provider had developed an open staff culture where staff were enabled to raise any issues or concerns. The was supported by a whistleblowing policy and procedure. This included reassuring staff that information given was confidential unless third parties were aware and anonymity protected. The whistle blower was kept up to date with outcomes.

Staff were positive about working for the provider and the management and leadership of the registered manager. Staff confirmed they were respected and treated equally. Some staff choose to work long shifts and others shorter, they confirmed their working pattern was their choice. A staff member said, “I work a 12 hour shift, but I would be supported to reduce my hours if I wanted.” The registered manager said, “Staff complete equality and diversity training. We support staff with any diverse needs. We also support staff with cultural celebrations and needs. This includes celebrating and learning about different cultures.”

The provider had policies and procedures that protected staff’s human rights and working condition. This included a flexible working policy. Staff could also opt out of the working directorate.

Staff were clear about their roles, responsibilities and accountability. Senior care workers confirmed they had received additional training and support to undertake their roles. Staff were aware of the provider’s data protection policy and the importance of confidentiality. Staff had access to the provider’s emergency plan that included contact details in the event the service was impacted. Staff had access to paper records, and they explained what their role and responsibility was in completing records. The registered manager said, “Staff have different roles and responsibilities, we have a staff structure and know who is accountable for what. We have the provider and quality assurance manager that supports us.”

The provider had systems and processes that continually assessed, monitored and mitigated risks, safety and quality. Daily, weekly and monthly audits and checks were completed internally by the staff and management team. The registered manager forwarded a monthly monitoring report to the provider to enable them to have continued oversight of the service. The provider completed quarterly audits based on CQC five Questions: Safe, Effective, Caring, Responsive, Well led. Any shortfalls were added to the master action plan for the service. Monthly resident meetings had recently been reintroduced. We reviewed the meeting record dated May 2024. Holidays, activities, food choices were discussed, and suggestions / actions identified. People confirmed they were happy with staff and had no concerns about the people they lived with. People were reminded they could speak with the registered / deputy manager if they had any concerns. The provider had quality assurance processes that enabled people, relatives and staff to share their experience of the service. Records confirmed surveys had been completed during 2024. The outcome from surveys was shared in a ‘You Said/ We Did’ document. The provider had a GDPR policy and procedure. Care records were paper records but an electronic care record system was in the process of being introduced. The provider had a contingency plan that provided information and guidance to staff if the service was impacted. The registered manager and provider understood their regulatory responsibilities and had submitted statutory notifications as required.

People and relatives told us how staff supported them to access support and services from external health and social care professionals. Relatives were confident how staff worked in partnership with external professionals to meet their relatives individual care and support needs and to achieve positive outcomes. Relatives were positive and complementary about how well staff worked with external professionals.

Staff confirmed they had regular contact and support from external professionals. A staff member said, “We have regular contact with a variety of professionals. We often deal with them directly day-to- day, sometimes through management.“ Staff spoke positively about the registered manager ‘s experience, knowledge and guidance they provided staff. They confirmed learning and new ways of working were discussed with them. A staff member said, “The manager is one of the best we could have, there’s mutual trust, they are proactive / reactive, approachable and supportive, friendly and have answer for everything, brilliant experience, skilled, very knowable, very supportive always responsive.”

External professionals confirmed how well the management team worked with them. This included having good communication, sharing information and acting upon recommendations.

The registered manager has developed positive professional relationships that promoted a multi-disciplinary approach with external professionals. This included sourcing specialist clinical training for staff, developing positive relationships with hospital Trusted Assessors and being reactive and proactive to incidents / changes in people’s individual needs. The registered manager investigated when incidents occurred for lessons learnt and shared this with staff. Best practice and learning opportunities were shared within the service and across the organisation and with external professionals.

Feedback from staff was positive about internal communication systems and processes that enabled learning opportunities. Staff confirmed the staff handovers, staff meetings and supervision were used by the management team to share information including any learning and new ways of working. Staff also advised the management team were supportive and readily available and approachable. A staff member said, “We are well trained, get timely updates and supervisions and appraisals are really helpful.”

The registered manager and provider kept up to date with best practice guidance, learning and improvement by attending external forums such as opportunities hosted by the local authority and East Midlands Care – local long term care sector support. They additionally received news and alerts from CQC and NHS. They used NICE guidance and Skills for Care to support their learning and development. The registered manager also attended quarterly manager meetings across the business where shared learning, innovation and best practice guidance was discussed.