The Lodge Residential Home

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 service scored 70 (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.

People told us they found staff to be kind and caring. A person told us, “The staff are very helpful, always kind.” A second person said, “The staff are all lovely.” A relative told us, “Staff always talk in a kindly manner to everyone.”

Staff recognised the importance of developing positive and supportive relationships with people. A member of staff told us, “I always try to care and listen to people, I think that it’s really important. I try to offer people what they need, like conversations, being friendly, cheering people up. I see when people are feeling stressed sometimes, I need to recognise it and find ways to help them to be calm.”

Observations of staff engagement with people was positive. We observed the staff using people’s preferred names. Staff were attentive, calm, and gentle with everyone.

A visiting health care professionals shared their observations of staff interactions with people. They told us, “We have never had any concerns regarding how residents are treated. On our weekly visits, residents appear happy, well cared for, and comfortable. Staff treat residents with kindness, respect, and dignity. For example, assisting with meals, supporting mobility, and interacting with residents in a warm, compassionate manner.”

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 care plans detailed important information about their history, routines, preferences including information about any protected characterisers. This information supported staff to provide individual and personalised care and treatment.

Staff confirmed care plan guidance was sufficiently detailed and supportive. People’s daily care records detailed the care and support provided, and that they were supported in line with their care plan.

Staff meetings, including daily handovers and messaging systems were used to share important information with staff, including any changes to people’s routines and preferences.

Systems and process were in place, underpinned by policies and procedures.

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 involved in decisions regarding there day to day lives. A person told us, “I get up when I like and go to bed when I choose.” A second person said, “I can have a shower anytime I ask, I always choose my clothing.”

People were supported to maintain contact with relatives and friends. Relatives were seen visiting throughout the day. Relatives were asked not to visit at mealtimes unless they were visiting for the purpose of encouraging and assisting a person to eat. Relatives we spoke with did not raise any concerns regarding visiting arrangements

An activity co-ordinator provided a range of activities for people to engage in. A person told us, “I do some of the activities, I think there’s enough for me.” A relative told us, “She’s [person] come on leaps and bounds, she’s very active with the activities. She’s doing a lot more craft things, things she never did before.” Relatives’ views regarding accessing events in the local community were mixed, some indicated they were often reliant on people’s relatives and friends to facilitate trips out. A relative told us, “His [person’s] friends take him to Church on Sunday, and they take him to a care. The home doesn’t take him out.” A another relative said, “There’s ‘Cafe 55’, which they go to, it’s dementia friendly, the home takes her.” A third relative said, “She [person] takes part in the home activities, and particularly enjoyed the VE day celebrations.”

We observed people watching the television, whilst others sat reading a magazine of paper. We saw 4 people were given a word game and a pencil by staff; however, no one was completing these. Some people were seen having their hair done by the hairdresser in the hair salon.

Equipment was used to promote independence. This included assistive technology such as walking aids, including moving and handling equipment such as a hoists and rotundas, supported people to transfer easily and safely.

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.

We observed staff respond to call bells and requests for assistance in a timely manner. We noted 2 people who were in their bedroom did not have their call bell within reach. However, a majority of people had access to a call bell. Relatives were aware of the call bells in people’s room; however, not all knew as to whether the person used them.

People’s care records indicated whether the person was able to use a call bell, and included guidance for staff to ensure call bells were in people’s reach.

The registered manager advised staff’s response to the activation of calls bells was audited weekly, delays were investigated to determine the cause of the delay. Staff meetings were used to discuss response times to call bells, underpinned by practical scenarios during induction and refresher sessions to reinforce call bell response was a priority.

People’s views were also sought as to staff’s response times to request for assistance.

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

Staff were positive about working for the provider, they told us they enjoyed their work, and felt supported, with ongoing training and opportunities to develop. Staff spoke positively of the support, encouragement and guidance provided by the registered manager and wider management team, stating the registered manager was approachable and listened to staff’s views and opinions.

The registered manager was a trained mental health first aider and was able to sign post staff for further support and assistance where required. They had an open-door policy and gave staff opportunities to discuss challenges, share experiences, and develop resilience within a supportive environment.

The provider had recently introduced an Employee of the Month recognition programme to celebrate and motivate the staff team. Staff members were awarded a designed badge and personalised card acknowledging their hard work, dedication, and positive impact on people and their colleagues. Staff success was also included within the monthly newsletter.