Eastern Lodge

On this page

• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

Caring – this means we looked for evidence that the provider involved people and treated them with compassion, kindness, dignity and respect.

This is the first assessment for this newly registered service. This key question has been rated good. This meant people were supported and treated with dignity and respect and were involved as partners in their 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.

Staff treated people with kindness, empathy and compassion and respected their privacy and dignity.

We observed pleasant interactions between people and staff. On one of the days of the inspection, we heard staff gently reminding people to dress up warmly before going out. We received positive feedback from people and their relatives regarding how they were treated at the service. Comments from people included, “The people [staff] are very nice” and “I get a lot of support here.” Relatives told us, “[Person] is well looked after” and “Everyone is respectful and caring.” A relative explained that they had a good relationship with the staff and commended the staff’s patience, care and devotion.

The provider treated people as individuals and made sure people’s care, support and treatment met people’s needs and preferences. They took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

Staff understood people’s individual needs and tailored support to promote their wellbeing and engagement. Staff who spoke people’s first languages engaged with them regularly to facilitate effective communication. One person used a communication aid that enabled them to communicate independently and express their feelings effectively. Staff accommodated people’s wishes wherever possible, for example supporting them to maintain contact with loved ones and attend their chosen places of worship.

The provider promoted people’s independence and supported people to have choice and control over their care and wellbeing.

Staff involved people in daily activities, such as cleaning their rooms or flats, and in planning their care. Some people engaged in cooking sessions and went out to different places with staff support. This helped them remain socially engaged and build confidence in their daily living skills. A relative told us, “Staff try to promote [person’s] independence.” Where possible, staff supported people to make their own decisions.

However, records showed 1 person had not gone out over a two-week period, despite staff confirmed they regularly participated in outdoor activities. Following the assessment, the provider explained it was due to the person experiencing health problems and provided evidence to support this. They told us they would improve their documentation to include details of activities offered, participation and any refusals.

The provider listened to and understood people’s needs, views and wishes. Staff responded to people’s needs in the moment and acted to minimise any discomfort, concern or distress.

Staff monitored and were responsive to people’s changing needs and sought specialist support when required. For example, as staff grew increasingly concerned about a person’s declining mobility, they engaged the occupational therapy team and physiotherapist, who provided guidance and equipment to ensure the person’s comfort while minimising risks.

For another person with a learning disability, the service established a structured routine with input from their relative and assigned a consistent team of staff to promote stability and reduce anxiety. Their care plan was routinely updated to reflect changes in their needs and track their progress.

The provider cared about and promoted the wellbeing of their staff and supported and enabled them to always deliver person-centred care.

Staff felt supported in their roles and were comfortable to raise concerns and provide feedback. They spoke positively about the provider and the support they received. A staff member told us they felt well supported by the registered manager and the care manager. Comments from other staff included, “They don’t only care about people, but staff also; I feel blessed to be here,” “We have a very good team” and “I have learned a lot of things; our goal is to deliver over and above.”

Staff had regular opportunities to engage with the registered manager and the care manager through individual supervision, team meetings, and informal discussions. They felt comfortable to raise personal matters and contribute to the development of the service. This created a positive working environment.