Field 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 providers 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 providers was exceptional at ensuring people were at the centre of decisions about their care and treatment. People were supported to work in partnership with staff, and the service responded proactively to changes in their needs and preferences. Staff and managers were committed to providing support which was tailored to meet people’s individual choices and preferences.

People were offered choices in their daily routines and encouraged to engage in meaningful activities. On the day of our visit, people were partaking in an exercise class and later that afternoon some singers came in which was followed by tea and cake. People were seen to be enjoying both these activities. People told us they were given a choice whether to attend activities, and although staff always encouraged them, staff respected their choice in whether to attend or not.

Staff demonstrated a strong understanding of people as individuals, including their interests, life history and what brought them comfort and meaning. This enabled staff to create personalised opportunities that recognised people’s strengths and supported confidence, purpose and choice. For example, a couple of people living in the service were nurses back in the 1940’s, staff arranged with the chief nurse for them to visit the local hospital to see how nursing has changed. They enjoyed a coffee morning followed by a tour of the hospital speaking with staff and to share experiences with each other. Another example, the staff arranged a reunion for a person who was a headmaster at a local school. Over 75 people attended which included colleagues and pupils from the school. The event was thoroughly enjoyed by all.

Care UK has introduced ‘Namaste Care’ whichis all about bringing joy and comfort into the lives of people living with dementia. They use meaningful activities, to try and connect with the person. It is about the little moments where staff feel that they are able to truly connect with the person with dementia. Activities are unhurried and took place in a calm, relaxed setting,like a quiet room with low lighting which offers a peaceful environment and a sensory experience, including soft music and aromatic scents.One person was known to display anxiety at times. The staff looked at ways that this behaviour could be lowered. They brought in the Namaste lead to coach staff in how to go about this. Following the coaching session the person mood became more relaxed, and their anxiety levels lowered. The staff have introduced doll therapy, and one person was seen to be very attentive caring for her baby.

People and relatives were engaged in the process of care planning and reviewing their care plans. Relatives told us, “They review it every month and they call me about it. They have an open-door policy, and I can always ask them about anything I need to know.” Another relative said, “They will review their care plan regularly and they ask me for my input”

Staff knew and understood the different activities people responded well to. These interactions all demonstrated staff knew people well and consistently provided person-centred care.

The providers understood the diverse health and care needs of people and their local communities, so care was joined-up, flexible and supported choice and continuity.

People had access to healthcare services to support them to maintain good health and ensure they received continuity of care. Records in people's care plans showed visits from health professionals such as GP's, chiropodists and district nurses had taken place.

Staff received training relevant to the needs of people they supported. For example, sepsis awareness, diabetes, pressure ulcer prevention, dementia care, and oral health.

The providers supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs.

People’s communication needs were assessed during their admission assessment, and information was made available in different formats to support people’s understanding, tailored to their individual needs.

Care plans included clear details about the support required to assist people with communication, ensuring staff could engage and respond to each person appropriately. There was a member of staff who was able to communicate using British Sign Language. The service uses the Blind Society for people to receive regular audio books.

The providers 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 told them what had changed as a result.

The providers used a range of ways to gather feedback to make sure everyone could share their views. This included resident meetings, relative meetings, staff meetings, one‑to‑one discussions, the use of accessible formats for people who found meetings difficult. This inclusive approach ensured everyone had the opportunity to be heard.

Views and suggestions raised in meetings were shared with the wider staff team during regular team meetings and used to improve practice. Importantly, people were told what had changed as a result of their feedback, helping them see that their views made a real difference. This built trust and encouraged people to continue sharing ideas and speaking up.

Policies and procedures were in place to manage and respond to complaints. Overall, people, staff and relatives we spoke with were positive and felt able to speak with the manager and staff if they had a concern. Comments included: “I would speak to the home manager; she is very approachable. When I have spoken to her it’s been taken care of.” “I am aware of the complaints process, but I haven’t needed to use it. If I have raised anything it has been resolved without delay.” “Yes, I have several people that I happily speak to.”

The providers made sure that people could access the care, support and treatment they needed when they needed it.

Protocols were in place to manage emergencies. For example, staff had access to management at any time, including out of hours and over the weekend. Business contingency planning ensured plans were in place to help ensure people continued to be able to access the services they needed should there be an emergency.

The registered manager ensured people had access to services such as podiatrists, dieticians, opticians and dentists. People and families were very confident that the providers would arrange for support where this was needed.

Staff and leaders actively listened to information about people who are most likely to experience inequality in experience or outcomes and tailored their care, support and treatment in response to this.

The providers had systems in place to identify changes in people's needs and liaised with other healthcare professionals such as the GP, speech and language team and community nursing team to ensure people had appropriate support in place when required.

People’s care plans indicated they had been consulted in decision making, including whether they preferred to receive care from a male or female care worker.

Staff received training in equality and diversity to help them understand the challenges people faced from discrimination.

People and their relatives raised no concerns in relation to discrimination or unequal experiences.

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 were well trained and confident in providing end-of-life care. People’s wishes and preferences for end-of-life care were being discussed with them and their loved ones and clearly recorded in care plans. For example, one person wanted to remain at the service for care wherever possible. Staff demonstrated commitment to respecting these choices and maintaining up-to-date plans.

The registered manager worked closely with healthcare professionals to ensure Do Not Attempt Cardiopulmonary Resuscitation (DNACPR) orders were up to date and reviewed when they needed to be.