Coastal 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 good. At this assessment the rating has remained 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. The provider and registered manager had a clear vision for the service. Everyone understood the shared values, purpose and direction of the service. The registered manager and management team had an ‘open-door’ policy in place and people, professionals and staff told us they were accessible. There was a strong emphasis on teamwork within the service and everyone was working towards the same outcome goals for people. A member of staff said, “I come up with ideas and opinions, absolutely I can give my views. They are considered.” There were clear processes in place to ensure continual improvement. The service actively sought the views of people and their families through individual meetings and surveys. They used the feedback to shape the service. The registered manager said, “We’re not a traditional care home, we’re here to help people get back home. It’s about empowering the staff and residents, not keeping them forever. We provide reassurance, and people are happy with that.”

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. The registered manager was clear in their responsibilities, they told us, “I’m approachable and have an open-door policy. If there’s something wrong, people know they can come to me. The staff are happy working under me because they know I treat everyone equally and fairly.” People, their relatives and staff were complimentary about the leadership of the service. The registered manager had the right knowledge, skills, and experience to lead the team. Supported by a strong management team. Some of the comments included: “The registered manager [name] is great”, “The registered manager will listen, and they are very fair”, “It’s well led, I think the registered manager and deputy manager are great, they are good managers.”

The service fostered a positive culture where people felt they could speak up and their voice would be heard. Staff knew how to raise concerns and speak up. There were various channels available to staff both within the service, for example through the provider, and to external agencies such as the local authority and CQC. Staff were confident in the registered manager to address any problems they had. They told us the registered manager was approachable, and this was confirmed by people and external professionals. A member of staff said, “I feel supported. If I ever need help, I can speak to one of the duty managers, and they’re approachable and accessible.”

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. Staff told us they were happy and felt accepted by their colleagues and the registered manager. A member of staff said, “We have the right set of people who work as a team. They look after each other. Coastal Lodge is the best place to work. You have colleagues who make you feel supported, 100% supported.” Policies and procedures were in place and incorporated all aspects of recruitment, training and wellbeing, equality, diversity, fairness and protected characteristics. The policies underpinned acceptable practices within the service which was embedded by staff training.

The service 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 act on the best information about risk, performance and outcomes, and share this securely with others when appropriate. Leadership and oversight were visible, this included checks carried out within the service and on behalf of the provider. Governance and oversight were robust. Audits and checks were in place to identify areas for development. The registered manager had made all notifications to CQC as required by law. A notification is the action that a provider is legally bound to take to tell us about changes to their regulated services or notifiable incidents that have taken place in them. All audits and checks showed clear actions.

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. Partnerships with external organisations were well established with the service. Staff specialised in providing short term care and support with rehabilitation. Therapists and specialist support was on site, therefore there was continual partnership working. A person told us, “The therapists and assistants are lovely.” A member of staff said, “Yes, there’s good communication within the team. We respect each other, and there’s a real bond. We support each other, and it makes everyone feel welcome.” The service sought to make and establish links and partnerships within the local area.

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 registered manager told us about the ways in which they were continually looking to improve the service. The provider had oversight of the service and undertook their own internal audits. The registered manager was confident they had safe systems in place. Everyone understood the importance of continual improvement within the service. The registered manager was confident in their systems, processes and their own responsibilities to provide effective oversight of the service.