Lennox House

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 registered manager has a clear vision for Lennox House and is well supported by Care UK regional management. There are regular quality assurance reviews conducted by both Care UK and commissioners with actions and outcomes recorded. Staff roles and responsibilities are clearly defined across the service. Regular audits are undertaken across the service and overseen by the registered manager. People and staff were encouraged to share their views and opportunities to do so are available with outcomes communicated clearly. We saw evidence of community involvement which included opening their garden facilities for neighbouring care home which does not have their own.

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 services vision and values were devised in collaboration with all staff. The joint aim is to be the lead dementia home for Islington, an example of good practice, compassionate, effective team work and caring. To achieve this Lennox House are actively engaging with relevant agencies and are keen to be part of schemes which improve care. Specific examples of this can be seen in the Green Heart Scheme which is an initiative to reduce abuse and neglect. There is also a dementia coordinator role, this person has expertise and is able to share this knowledge with colleagues as they work with people as well through training.

One member of staff we spoke to was particularly positive about the clinical lead. They expressed that under the current management everything is transparent, there is more emphasis on learning than on blame, previously people would hide mistakes. Staff told us that the management would help on the floor when necessary. One staff member told us that they would tell management if they had any issues and they would listen to what they have to say. Staff were supported by senior leaders. Staff told us that there was good team work throughout the home one staff member told us that the communication was good throughout the team.

There is a supportive culture at Care UK which enables staff at Lennox House to progress, meaning management often come with relevant experience and a similar background to colleagues. The current manager previously worked as a clinical lead and was provided relevant training ans support to progress to their current post. Opportunities such as this are available to all who wish to pursue them

Staff told us they were aware of channels for raising concerns and were able to demonstrate this when questioned. Most staff told us they would feel confident they could raise such issues directly with management and that action would be taken.

Staff were encouraged to raise any concerns they had during supervision sessions. Individual and group supervision took place regularly. Policies were in place to enable staff to speak up externally if they wished to do so. There were clear policies for reporting higher up in Care UK as well as externally and anonymously if desired. This information was shared with staff.

Most job applications are made online. To ensure equity there is an accessible website. Recruits are welcome from all nationalities, and a sponsorship scheme is offered to those applying from overseas. Internal jobs vacancies are shared with all staff and support is given to apply where needed. Lennox House also seek applications from open days and job fares.

Risk assessments were detailed yet easy to read and relevant to peoples needs. Care and clinical staff were clear in their responsibilities as well as limitations of their roles, escalating upwards were necessary.

Lennox House reported to CQC in line with our requirements any incidents, complaints or concerns. This was done so in a timely and transparent manner. All relevant information was shared with concerned parties including people and their representatives.

People gain valuable input from Lennox House positioning itself as a part of the local community. Open days are well attended and include contribution from local policing and the London Fire Brigade. Lennox House hosts a regular dementia cafe and members of the local community who may benefit are invited to join residents. Residents of a neighbouring care home are also invited to use some facilities such as the garden.

Partners told us that mutli agency teamwork is effective and MDT meetings are well attended and help ensure good outcomes for people.

Learning is carried out and updated regularly. Staff are ambitious in their desire to provide good care and are actively encouraged to develop through Care UK development programmes and during supervisions. Staff are asked to contribute and share ideas and ways of working that they feel would benefit people. This is to ensure staff feel encouraged and valued and part of a team that is responsible for driving improvement. The registered manager has a desire "to empower people to share ideas"