Lilac Cottage

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. During our last inspection the service was rated requires improvement. This has now improved 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 service 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. Staff told us they liked working at Lilac Cottage and felt the culture of the service was good. One staff member said, “I love it here. There isn’t one staff member who doesn’t care about the people we look after. We, as the staff team, would just not allow poor practice, the manager wouldn’t ether, she is so good.”

The service 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. People and relatives we spoke with were complimentary regarding the registered manager. Comments included, “Oh yes, she is really good.” And, “I think she really runs a good home.”

The service fostered a positive culture where people felt they could speak up and their voice would be heard. A staff member told us, “I would raise issues if I needed to, absolutely.” Another staff member said, “There is an open door and we are welcome to raise any concerns.”

The service valued diversity in their workforce. They work towards an inclusive and fair culture by improving equality and equity for people who work for them. The registered manager had ensured staff felt valued and their diverse needs were catered for. For example, documentation had been printed on blue paper to support individual learning requirements.

The service now had clearer responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. They act on the best information about risk, performance and outcomes, and share this securely with others when appropriate. There was a robust approach to quality assurance and any action plans had been assigned to the registered manager for completion and then checked off by the quality manager to ensure actions had been completed in a timely manner.

The service understood their duty to collaborate and work in partnership, so services work seamlessly for people. They share information and learning with partners and collaborate for improvement. We saw evidence of collaboration with social workers and other members of the multi-disciplinary teams to ensure good outcomes for people, with particular reference to supporting people around decision making.

The service 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 contribute to safe, effective practice and research. The provider had learned from the last inspection and had implemented a more robust process around safeguarding reporting. This approach had been implanted in other locations to ensure learning from an organisational level was a priority.