The 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 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. Members of staff were kind and caring and people received care and support in line with their care plans. There was a pleasant atmosphere in the care home with a good level of noise and engagement which supported the feeling of a homely environment. Members of staff provided care and support kindly, and they spoke warmly with people. People showed trust in staff, who knew them well, and looked to them for comfort. A member of staff told us, “Care is adapted to each person’s needs and preferences." Another staff member said, "Dignity and respect are at the core of everything I do including offering choice in decision-making about their own lives."

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 received individualised 1-1 care and support, and their immediate needs were met by members of staff who knew them well. People were supported to make choices, such as where they wanted to go and whether they wanted to be inside or outside.

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing. People had their own individualised activity plans, and we observed people doing different activities throughout the home including using sensory equipment, watching films and spending time with members of staff. A member of staff said, “People are supported to have choice and control over their care and wellbeing and decision making. They are communicated to in a way they understand and they are supported to make choices about their care." Members of staff supported people and managed their nutritional risks whilst promoting independence and the enjoyment of going out in the local community. Another member of staff told us, “I put people at the centre of all decision-making. We offer choices by showing people clothes, using PECS (Picture Exchange Communication System) and picture menus.” People were supported to spend time outside when they wanted. A relative said, “I know when I phoned up last week [person] was out in the garden for an hour.”

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. Members of staff knew people well and were able to respond to their needs in the moment without delay. For example, when people showed early signs of distress, by rocking and making sounds, members of staff recognised this as anxiety and responded quickly and appropriately. They followed the person’s behaviour support plan and moved them calmly to a quieter space. This helped the person settle and avoided escalation.

The provider cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care. Support was in place for the staff team; however, some members of staff felt the provider could, at times, be more supportive. One staff member told us the management team were, "Very supportive. Practically, professionally and emotionally.” Another member of staff told us they did always not feel listened to by the management team, "I have raised concerns and nothing was actioned so I don't feel supported at all from the management team.” The provider recognised this and told us staff engagement continued to be a key focus for continuous improvement. The provider was in the process of implementing a new ‘staff safe space’ programme which would enable members of staff to raise concerns and issues directly with the management team. The local management team had implemented a positive rewards-based system which recognised goals and outcomes achieved by members of staff. A provider handbook was accessible to all members of staff alongside peer support from mental health first aiders. The provider had an action plan in place to improve engagement in team meetings and communicating staffing issues effectively.