Alsley 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 requires improvement. At this assessment the rating has changed to outstanding. This meant people were truly respected and valued as individuals; and empowered as partners in their care in an exceptional service.

This service scored 90 (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 was exceptional at treating people with kindness, empathy and compassion and in how they respected people’s privacy and dignity. Staff always treated colleagues from other organisations with kindness and respect.

The provider allowed time for staff to develop trusting relationships with people and their relatives. We received excellent feedback about staff; and they were observed to interact with people regularly, supporting them with care, patience and compassion. A relative said, “It’s so homely. We are made so welcome, and I have got to know the staff myself; they are all so kind and caring.” A person added, “The staff here are wonderful, they care for us like they would their own family.”

Staff ensured people were always treated with dignity and their privacy was respected at all times. A staff member told us, “We share information with new staff about first impressions. Bedrooms are kept well-presented, and people have their dignity upheld. Their hair is brushed, teeth are cleaned, and people are offered clothing protectors at mealtimes.” We observed staff calmly talking people through care interactions and offering discreet prompts or support to people to help them maintain their dignity.

The registered manager explained a person had been displaying several behaviours which were impacting their dignity. Staff carried out observations and held discussions with relatives, and it was agreed they should move bedrooms to enable more privacy and easier access to a bathroom. The move had resulted in positive improvements to the person’s dignity, independence and wellbeing.

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

Staff treated people as individuals and understood their needs and preferences well. Care plans included details about people’s life histories and social needs; and staff were observed to engage people in meaningful conversations about their relatives, histories and hobbies. A healthcare partner told us, “Conversations with staff often highlight a strong awareness of each individual’s personality, likes and dislikes, and any specific support strategies that are in place.”

Staff ensured people’s cultural and religious needs were met. Photobooks included pictures of people enjoying religious celebrations such as Easter and Christmas, and visits from local chaplains were included on the monthly timetable.

People’s strengths, abilities and aspirations were celebrated and supported. One person had been a professional artist; their artwork was displayed in various parts of the home, and they were supported to take part in painting sessions. There were several other examples of people being helped to achieve personal goals.

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

Managers ensured people were actively supported to enhance their autonomy and have as much control over their lives as possible. A person expressed a desire to have domestic tasks built into their daily routine. They were provided with equipment to keep the areas outside of their bedroom tidy and actively involved in tasks around the home, contributing to their sense of purpose and overall wellbeing.

People were supported to maintain relationships with those close to them. A married couple lived at the home. The registered manager explained how they were given space to spend time together, and supported to celebrate important milestones with special meals or gifts.

The provider ensured people were actively engaged in meaningful activities. Activity coordinators sought feedback from people about what they wanted to do, organising and leading activities and special events. The monthly timetable included a wide range of onsite and community-based activities for people to choose from, and staff had built excellent links with local groups. For example, a local drama group put on regular shows, and a choir for those living with dementia met at the home.

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 recognised the different ways people communicated discomfort, pain or distress; including non-verbal cues. People’s care plans included detailed information about changes to facial expressions, body language or mood that staff should be aware of; and provided guidance about the necessary response.

Staff responded to people’s needs quickly, to avoid preventable discomfort or distress. A relative told us, “Staff are very responsive. I thought [person] was a bit down. I was going to mention it, but they had already picked up on it and contacted the mental health team.” We observed people’s call bells or verbal requests for help being responded to quickly, and staff regularly checking on people.

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

Managers ensured staff received praise, opportunities to develop and small tokens of appreciation. This contributed to staff feeling valued, and the positive morale within the service.

Staff were supported if they were struggling at work or in their personal lives. A staff member told us, “I have had some family issues lately. The registered manager offered me extra time off. They are there in times of crisis.” Staff wellbeing was discussed in daily handover meetings, and wellbeing policy was in place.