Courtfield 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.

At our last assessment we rated this key question Good. At this assessment the rating has remained Good. This meant people were supported and treated with dignity and respect and 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.

The provider always treated people with kindness, empathy and compassion and respected their privacy and dignity. Staff treated colleagues from other organisations with kindness and respect.

All staff had a caring attitude and their relationships with people and their families was positive. One family member told us, “They are very kind, when I visit, I see the staff interacting well with all the residents”. An individual told us, “They are kind, nothing is too much for them”. Staff were attentive and offered care and compassion. Whilst it was described that, “Everyone’s got separate interests,” staff described that approaches were flexible, “We do everything we can to include people”.

People’s privacy was respected and upheld at all times. We observed staff knocking on doors and waiting to enter. Discussions regarding care tasks were done discreetly to maximise people right to privacy.

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.

People’s personal, cultural, social and religious needs were well understood and documented in care plans. People were supported to have their individual needs and preferences met by staff.

Care plans were person centred, and included information about peoples personal, cultural and religious needs.

A separate lounge area had been created to allow privacy and dignity to a married couple living in the home, they chose which area they wished to spend their time in.

The building was in the process of renovations and bedrooms and hallways were nicely painted creating a homely feel to the environment.

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing.

People were encouraged to make decisions for themselves including what to eat and where they wanted to eat it, or when to bath or shower. One person told us they chose to stay in their bedroom and were able to make use of a kettle to make drinks. They said, “I’m very independent and want to stay that way”.

People were able to enjoy visits from friends and family whenever they wanted with no restriction on visiting times.

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 showed concern for people’s wellbeing in a caring and meaningful way. Staff responded immediately to signs of distress before it escalated. Responding to waves and gestures and interacting with objects of reference that showed respect to the individual and their presentation.

Staff could describe people’s needs, preferences and individual behaviours, and how best to respond to them.

Response to call bells was mixed. The manager conducted monthly audits of their response times.

Regular health checks assisted staff in seeking medical help promptly. The home worked closely with a GP service and a weekly ward round was conducted with an advanced nurse practitioner.

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

There was a new manager in place who was working with the team to offer structured support, balanced with the need to improve team culture. The changes implemented had been positively received by the team, one said “I’m proud to work here, team morale has improved”, another said “I love working here, there have been lots of positive changes”.

The owner conducted calls to welcome new starters joining the home.

There was a staff room for staff to spend their breaks and a staff bonus scheme to celebrate success within the team. Reasonable adjustments were being made for several staff members who needed them.

Appraisals and supervision plans were being implemented, English Language training had been arranged for staff where English was not their first language as a response to feedback from surveys and staff appraisals. The manager told us, “Staff haven’t been given the opportunity to shine”.

The staff handbook was in depth and covered entitlements such as Annual Leave, breaks and workplace expectations.