Cinnamon 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. This is the first inspection for this newly registered service. This key question has been rated 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 71 (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 were driven by a vision that prioritised inclusion. The registered manager told us their core value was putting people at the heart of care, believing everyone deserved support to thrive. The staff embraced this mission, empowering individuals to lead fulfilling lives and reach their goals.

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 modelled the behaviours they wanted in their team, often supporting people alongside staff and participating in activities and events. This involvement allowed them to observe staff interactions and ensure that support was delivered to a high standard. The registered manager recognised that not everything always went as planned, viewing these instances as opportunities for learning and improvement moving forward.

The service fostered a positive culture where people felt they could speak up and their voice would be heard. Staff described a positive culture of openness across the service. Staff were confident their opinions and views would be listened to and acted upon where necessary. Staff told us they felt supported by the leadership team in the service and the wider organisation. They told us they had opportunities to share their views, and any feedback was considered and acted upon. One staff member said, “Managers are so nice, they make it easy for us to approach them about anything that is on our mind.”

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. All staff we spoke with confirmed they were treated fairly and were welcomes to contribute new ideas for improvement.

Governance systems in the service were not always effective During our initial visit, we identified some areas of concern that had not been previously highlighted by the provider, as noted in the safe section of this report. We brought these issues to their attention; the provider took prompt action to address our concerns. Other governance systems in place, such as monitoring incidents or emotional distress, were robust. For example, the provider completed comprehensive positive behaviour support reports whenever there were ongoing or escalating signs of distress experienced by individuals. These reports detail possible triggers and de-escalation plans based on an analysis of the person's behaviour. We saw evidence of these being implemented and how they had a positive impact on peoples well-being.

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 multiple professionals involved in people’s support. For example, the local G.P, dentist and intensive support team.

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.