Brampton 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 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.

Brampton Lodge consistently promoted a culture of kindness, empathy, and respect. People were treated with dignity and compassion by staff who understood and valued their individual preferences, histories, and needs. Care was person-centred, and staff used people’s life stories to support meaningful connections and tailored daily routines.

Staff spoke confidently about their approach to maintaining dignity and kindness in care, with one saying, “We’re considerate about how and when we change people. It’s about their comfort and choice.” We observed numerous compassionate interactions, including small but meaningful gestures such as serving a requested breakfast in bed and making fresh cakes daily, which helped create a homely and respectful atmosphere.

People told us they felt well cared for. One person said, “The staff look after me well. It’s as good as can be expected, and I’m happy here.” Relatives consistently described staff as “kind,” “attentive,” and “respectful.” One relative told us, “The way they speak to [Name], you can tell they are considerate. They deal with [Name] in a very respectful manner.” Another added, “Staff are brilliant. The new management has really improved the atmosphere and given me peace of mind.”

Professional partners confirmed staff were also respectful and professional in their interactions with visiting professionals, creating a positive and inclusive environment.

Brampton Lodge demonstrated a consistent commitment to treating people as individuals. People’s care and support were tailored to reflect their unique backgrounds, strengths, preferences, and identities, including their culture, beliefs, and protected characteristics. Staff told us they aimed not only to provide safe and appropriate care, but to ensure it was meaningful, respectful, and grounded in what mattered most to each person.

Care planning documentation captured detailed information about people's life stories, interests, routines, and preferences, supporting staff to deliver personalised care. Staff described their approach as being driven by a motivation to “do the right thing” for everyone. During our visit, we observed people engaging in activities, with staff encouraging choice and independence.

The home also marked personal milestones and cultural celebrations, such as birthdays and religious holidays, as a way of celebrating each person’s identity. Staff adapted routines and interactions to respect each person’s individuality and dignity, with one relative telling us, “They know what [Name] likes and about their past, and they talk about it,” and another saying, “They are always interested in how [Name] was before.”

People and their relatives consistently praised the respectful and attentive approach taken by staff, commenting on how well staff knew the people they cared for. One relative said, “They know [Name] well, what they like and dislike. They’re lovely with [Name].”

Brampton Lodge promoted a culture where people’s rights, independence, and autonomy were respected and actively supported. People were empowered to make informed choices and retain control over their care, treatment, and wellbeing. Staff encouraged people to do as much for themselves as possible, providing respectful assistance only when required.

Care planning reflected this person-led ethos, with records capturing discussions about people’s routines, decision-making preferences, and what independence meant to them individually. One staff member told us, “It is important to remember people’s views and wishes can change,” highlighting a dynamic and responsive approach to autonomy. Another staff member said, “I respect people's choices, seek consent and try being a good listener.”

People and relatives consistently told us they felt involved in decisions about care and staff respected peoples' choices in areas such as meals, hygiene, and participation in activities. Staff demonstrated a shared commitment to maintaining dignity and supporting each person to live as independently as possible. This was echoed by a staff member who said, “I truly believe that everyone [staff] tries to do their best and [are] aware of limitations and difficulties, but we try to work around these to provide the best level of care possible.”

While some staff noted busy periods and documentation demands could occasionally impact communication, the underlying focus on independence, dignity, and choice remained evident in practice. Relatives expressed appreciation for their involvement in decision-making, describing the care as compassionate and person-centred.

Brampton Lodge listened to and understood people’s needs, views and wishes. We observed staff responded to people’s needs in the moment and acted to minimise any discomfort, concern, or distress. People were supported by staff who were familiar to them, which enabled staff to anticipate and meet people’s needs quickly and in ways that reduced and mitigated people’s discomfort and distress. Staff were able to describe how they communicated with people effectively and how they would respond to people in different situations. We saw from daily case notes examples of care staff acting responsively to people’s immediate needs. For example, a staff member prioritised providing comfort and connection to a person during end-of-life care.

Brampton Lodge promoted staff wellbeing and supported a culture where staff felt empowered to deliver person-centred care. Recent improvements in leadership had a clear and positive impact on staff morale, engagement, and the overall working environment. Most staff told us they now feel more supported, listened to, and respected by management, which in turn has strengthened their ability to provide compassionate, responsive care.

Most staff we spoke with described feeling valued in their roles, with recognition and open communication contributing to a culture of mutual respect. Many highlighted the positive leadership style and increased visibility of the home manager and deputy manager as key enablers of wellbeing. One staff member said, “The staff morale has improved so much. I’m enjoying coming to work and enjoying my job again.” Another told us, “Every single manager is approachable. I feel valued.” Although Brampton Lodge had previously gone through a period of instability, the new leadership team was widely credited with restoring a more supportive and inclusive culture. For example, one staff member told us, “It is a lot better than it was. The new management team are more proactive and more respectful. Communication is better, and they listen to us," Most of the staff we spoke with described being treated fairly and acknowledged for their dedication and contributions.