Liberham 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

The provider championed an inclusive and positive culture of continuous improvement. Staff supported people in a person-centred way. Leaders supported staff and collaborated with partners to deliver care that was safe, integrated, person-centred and sustainable, and to reduce inequalities. The home had a supportive, empowering, and inclusive culture where equality and diversity of the people receiving care, as well as the staff team was respected and celebrated. Leaders were exceptionally approachable, supportive and visible, and worked in an open and transparent way. The management of the service had a good understanding of their responsibilities and maintained oversight of the care provision.

This service scored 79 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The management team ensured there was clear understanding of values and philosophy of care provision shared by staff. New staff received support and training which helped them to show those values in their daily work with people. The quality and vision of the service was regularly discussed with staff during a range of meetings. The positive service culture was promoted by leaders and staff and noticed by people visiting the home. A relative told us, “[There is] a real sense of community. It feels like a home.”

Staff and leaders shared the values and vision of the care provided in the home. One staff member said, “We are all very committed to the home and our individual roles. We all go above and beyond; all follow the same sheet in terms of putting our residents and their families forefront.” Staff we spoke with explained to us the values of caring, passionate, teamwork were at the centre of their day-to-day work.

The registered manager and senior staff were very visible in the home. We saw them being involved, communicating with people and staff and leading by example. The relatives confirmed this was a usual approach, “[The registered manager] is an excellent listener and is always available. I have noticed over the months that he tends to keep his door open when he is in his office, and I always feel confident talking with him. He is often to be seen talking with the staff and residents. I have a high regard for him and for his deputies.” The registered manager had built a strong leadership structure in the home and worked as a part of the team, being visible to residents and relatives, and building good relationships with partners. The registered manager spent his time not only completing management tasks but mainly speaking with residents and supporting staff hands-on. He was available and approachable which was confirmed in the records of meetings, communication with relatives and partners and governance records we reviewed. The manager was awarded a Registered Manager of the Year by Surrey Care Awards 2023 and recognised by the provider for outstanding leadership.

All staff and senior staff told us there was very good leadership in the home. Staff told us, “[The registered manager] is the best manager I have ever had the fortune of working for, he is a manager that isn’t shut behind a desk. He also is caring, kind and a great leader. He communicates very well and is one to praise regularly.”; “The last two years have been the best years so far for this care home. This was only possible to achieve thanks to our current management team. [The registered manager] is the first manager who was able to spread his passion and enthusiasm to the rest of the team members, saying that nothing is impossible, that with all team members efforts any dreams come true, and he has proved it in many ways. Also, [deputy managers], two amazing leaders were able to build very strong care team, supporting each other and sharing knowledge and experience.”; “Incredible work passion, creativity and enthusiasm, very approachable, professional, amazing leader, supportive and helpful, ‘down to the earth’ and practical.”

Staff were encouraged to speak up and felt comfortable to do so. A senior staff member said, “[Staff] are told, if you have got an issue, you report it regardless. They know to go higher if they feel they are not being listened to. They get told about whistleblowing.” A staff member said, “You can air things; you can say this is what is not going well. [Supervision] is another chance to say how you feel.”

The provider had a clear whistleblowing policy and systems in place. Staff could raise concerns and the information how to do this was available in the service and within staff handbook.

The provider had clear and supportive policies around equality, diversity, reasonable adjustments and staff support. These policies were successfully implemented in the home.

Staff told us they felt valued and respected in their roles, “If I have an idea, I explain it to [the registered manager] and we come up with a solution.”; “Our team is made up of many different faiths/cultures/beliefs. I believe it’s what makes us such a good team.”; “Finally we have achieved, if I could use this phrase, a family home, which is not only institution taking care about residents, but also taking care about staff, where you feel comfortable and safe to work and this is how I feel now.”

There were robust governance systems used effectively in the home. Audits and checks were carried out regularly in the main areas of the service, for example around care records, health and safety, staff practice. The provider supported the management team by completing reviews of quality and safety of the service in line with regulatory requirements. The registered manager maintained good oversight of all audits and checks and progress with improvement action plans. Electronic systems and robust monitoring tools were utilised to monitor, for example staff training or day-to-day care provided to people.

Staff and leaders knew their responsibilities around quality and safety monitoring and governance. One staff explained, “We have a weekly clinical meeting, the deputy manager, the seniors and the nurses. We discuss all the residents at risk and all the residents who have diabetes or Parkinson's. We review all the information we have in the care plans and whether we need to update it.” The registered manager and senior staff could clearly explain governance systems in the home and their individual responsibilities.

Staff and managers explained how they worked with healthcare, social care and community partners. They had good knowledge of the local services and support systems and how to access them.

Service partners provided positive feedback about working with the home. One visiting professional said, “I have always found Liberham Lodge to be a good home engaging well with the local authority and the quality care home team. I have always found staff to be knowledgeable friendly and engaging well with residents.” Another visitor said, “The service reaches out to many local partners.” This included, for example, organising initiatives supporting dementia charities.

Management and people’s records included communication with partners, for example, healthcare professionals, social care teams and specialist services. The registered manager ensured the service was aware of their local systems, so could work well with partners.

People and their relatives told us the home worked well with other partners. Hence, people could access appropriate help and support when required.

Staff and leaders were focused on learning and continuous improvement of the care provided to people. Staff were complimentary about changes made by the registered manager. Staff told us, “Thanks to [the registered manager] we step up to the next level with our general service, introducing a few new innovations such us a new electronic system EMAR (medicines records), getting us more equipment, and enhancing activities for residents.”; “[There is] reduced staff turnover, which has improved the stability of the staff team. There is less use of agency nurses. More permanent staff have been recruited. We now have a good team.”; “Patio was built, which residents enjoy. And a lot of changes in the paperwork.” The registered manager told us, “I just want to keep striving to be better. Encouraging staff to put forward all ideas so we can literally consider everything and be as good as possible.”

The provider had clear systems in place to ensure learning and improvement was considered within audits, staff meetings and quality assurance activities. There was clear evidence of changes being made to the service to address checks and audits outcomes and peoples’, relatives’ and staff feedback.