Alvina 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. The last rating for this service was requires improvement. At this assessment, the rating 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.

There was a positive culture at the service. There were company values and staff understood and worked towards these. Comments from staff included, “I have no worries, and I am happy” and “I love my work and feel like I am caring for family members, and this is their home.” People using the service told us they did not feel any improvements were needed and told us they could discuss ideas with the staff if they wanted changes. A person told us, “It’s a great place to live, it’s safe and I’ve learnt a lot of things.”

The registered manager commented, “We have made a significant investment in building a positive team culture. To strengthen team spirit, we hold regular team meetings, recognise individual achievements, and respond proactively to feedback.’’

The registered manager managed 2 homes supporting people with mental health needs, including Alvina Lodge. They were experienced and had a good knowledge of how to support people with mental health needs. They kept their training and qualifications up to date with best practice. They were supported by senior staff and another manager who oversaw the day-to-day management of Alvina Lodge. Staff told us the managers were supportive. Comments from staff included, “The managers will come in 1 ring if we or the residents need help” and “If there are any problems the managers give us support. If they are not at the service, they call us every morning and discuss the plans for the day.” People using the service told us they knew who the managers were and felt confident speaking with them.

There were procedures for staff to speak up if they had any concerns. Staff told us they were able to do this and understood the processes. The staff also had regular meetings with each other and managers and used these to contribute information about their experiences and listen to feedback from others.

The staff were supported with their individual needs. Staff told us the managers supported flexible working arrangements and had regular discussions to understand their individual needs and how they could support them.

There were effective systems for monitoring and improving quality. People using the service, staff and other stakeholders were able to give their feedback about the service. There were regular meetings for people and staff. The provider had a schedule of audits and checks which helped ensure the safety and suitability of the service. The provider had adopted a digital planning system which had improved staff communication and monitoring of the service.

The staff worked in partnership with other professionals to ensure people received holistic and joined up support which met their needs. They supported people to access a range of services and had effective systems of communication with healthcare teams.

There was a learning culture. Staff completed regular training updates and took part in weekly workshops to discuss the service and key procedures. The provider had improved digital record keeping and staff understood how to use this well. The managers kept themselves updated with best practice by engaging with local forums and liaising with other care providers.