Ruskin Lodge

On this page

• Overview
• Person-centred Care
• Care provision, Integration and continuity
• Providing Information
• Listening to and involving people
• Equity in access
• Equity in experiences and outcomes
• Planning for the future

Responsive – this means we looked for evidence that the provider met people’s needs.

At our last assessment we rated this key question good. At this assessment the rating has remained good.

This meant people’s needs were met through good organisation and delivery.

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 provider made sure people were at the centre of their care and treatment choices and they decided, in partnership with people, how to respond to any relevant changes in people’s needs. Staff demonstrated a clear commitment to delivering care that reflected each person’s individual preferences, routines and needs. Care plans were detailed and tailored, capturing what was important to each person and how they liked to be supported. Staff showed a strong awareness of people’s preferred ways of communicating and interacting, and we observed them adapt their approach accordingly. People were recognised as individuals, and care was shaped around their choices, ensuring they felt heard and respected throughout their stay. One person told us, “They really take the time to get to know you.” Regular reviews of care ensured it remained current and responsive to any changes.

The provider understood the diverse health and care needs of people and their local communities, so care was joined-up, flexible and supported choice and continuity. Staff demonstrated a clear understanding of people’s varying levels of need and took proactive steps to ensure appropriate support was always in place. Where individuals had more complex requirements, staffing levels and skill mix were adjusted to ensure care was delivered safely and consistently. Continuity of care was promoted through the service’s high staff retention, and where bank or agency staff were used, leaders ensured these were familiar individuals who had previously worked in the home. Handover meetings and clear documentation ensured information was effectively shared across the team, supporting seamless transitions and keeping everyone informed of any changes to people’s needs. People were supported to access the community with friends or family to enhance their wellbeing. Staff told us they felt well-informed and involved in planning, which helped them deliver consistent, high-quality care.

The provider supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs. The provider ensured people received information in ways that suited their individual communication needs. Care documentation included clear details about each person’s preferences for how they wished to receive and understand information. Staff were knowledgeable in using visual aids, such as picture books, to support communication with people, and took time to check people’s understanding. Key information, such as fire safety instructions were clearly displayed and accessible throughout the home. Staff were knowledgeable about each person’s communication needs and adapted their approach accordingly. People and their families told us they felt well-informed about care arrangements, with one relative saying they were, “Always updated with any changes.”

The provider made it easy for people to share feedback and ideas or raise complaints about their care, treatment and support. Staff involved people in decisions about their care and discussed with them what needed to change as a result. The provider promoted a strong learning culture, where both staff and people using the service were actively encouraged to share their views, raise concerns, and contribute to ongoing improvement.

Staff told us they felt confident and supported to speak up, describing the leadership team as approachable and responsive. The registered manager told us they ‘Welcome constructive feedback’ which was reflected in the open and inclusive environment, where staff and people using the service felt comfortable sharing their views.

There were clear policies and procedures in place for responding to complaints, and records showed that concerns were taken seriously, investigated thoroughly, and addressed as part of a wider business improvement plan that captured lessons learned. One person told us, “Nothing at all to complain about, I’d tell them if I did,” while another said, “What could I possibly have to complain about, this place has saved my life.” A further person told us, “Staff always listen to me,” reflecting the responsive and person-centred nature of care. A relative told us “The service is A1, I am always updated with any changes,” regarding their loved one’s care.

The provider made sure people could access the care, support and treatment they needed when they needed it. A clear and straightforward admissions process was in place, with flexibility to accommodate people at short notice where possible. Information about people’s needs was gathered before each stay to ensure appropriate support could be arranged in advance. People with more complex needs were identified through the assessment process, and additional support was put in place as required. The environment was accessible, with adaptations support people with mobility needs. Staff worked closely with families and professionals to coordinate care, ensuring people were supported without unnecessary delay. One person told us, “I am very content and happy with everything,” and added, “If I had any niggles I’d tell [manager’s name].”

Staff and leaders actively listened to information about people who were most likely to experience inequality in experience or outcomes and tailored their care, support and treatment in response to this. People told us they had positive experiences, with one person commenting, “I have no complaints at all.” Staff demonstrated an awareness of how individual circumstances could affect people’s experiences and outcomes, and received appropriate training on equity, inclusion, and person-centred care. People’s feedback was actively sought on the service provided following each stay, which was reviewed by the registered manager and used to inform continuous improvement across all domains. Care plans reflected people’s individual needs, preferences, and backgrounds, supporting a consistent and fair approach to care. Staff told us they were encouraged to reflect on practice and contribute ideas for improving people’s experience across the service.

People were supported to plan for important life changes, so they could have enough time to make informed decisions about their future, including at the end of their life.. Staff encouraged individuals to express their preferences and goals, ensuring these were documented and considered in care planning. This helped people feel confident and prepared when transitioning back to their usual place of residence or moving between services.