Cosin 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 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.

The provider and the management had a clear vision for the service and the culture they wanted to create. This was communicated well to people and staff through staff supervisions, meetings and in service user guides. Staff spoke positively about the culture in the home. A staff member told us that what worked well at Cosin Lodge was, “The staff team and the people we support having a very supportive team”. No one who provided feedback during this assessment raised any concerns about the culture at the service.

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. A relative told us the registered manager and deputy manager did a good job and were caring. The registered manager demonstrated a caring attitude toward people and staff. Staff felt they had support from management.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. A relative, advocate and staff told us they felt concerns raised would be listened to and action taken. The registered manager told us they felt supported in their role and that they could raise issues with the provider who were responsive and supportive. Policies supported staff to speak up, providing routes for anonymous concerns as well as signposting them to external agencies.

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. Recruitment processes, training and policy and procedures were in place to support equality, diversity and inclusion. Staff told us they felt they were treated fairly.

The provider 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 home had a registered manager, who was part of a management team. Management checked on the quality and safety of the service. Audits had been completed covering key areas such as quality of care, health and safety and medicines. Where audits identified shortfalls, clear actions were set, and improvements made. Staff gave positive feedback about the management and the home was supported by the wider organisation.

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. External agencies involved raised no concerns about the service and monitoring by commissioners showed a good level of compliance with expected standards. Staff told us, “I feel the staff have a good rapport with families and they are contacted as soon as possible about any concerns” People had access to local community facilities, such as shops and cafes and staff supported people to access to these where needed.

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. There was a process in place for staff to ensure continuous improvement through innovation and learning was achieved. Staff were actively encouraged to work with people in ways which aimed to improve outcomes for them. The registered manager ensured staff were supported to keep up to date with developments in best practice and had continuous training.

The registered manager attended local provider meetings to share good practice and had been part of a project to develop safeguarding processes with the local authority. The wider organisation was working with The Restraint Reduction Network, a registered charity which brings together committed organisations providing education, health and social care services.