Apex Prime Care - Nightingale 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 service involved people and treated them with compassion, kindness, dignity and respect.

This is the first assessment for this newly registered service. This key question has been rated 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. The management team fostered an exceptional culture where people’s dignity was prioritised, and staff were consistently very kind and compassionate. Staff always treated colleagues from other organisations with kindness and respect.

People really were at the heart of the service when talking to people and their relatives it was clear that people could not stop praising staff especially the management of the service. A relative told us, “The managers there are absolutely super – I don’t think they ever go home. The whole team there are doing everything they can do to keep dad living at home.” Another relative said, “They are a very well managed operation, and the onsite managers are ready to help at the drop of a hat if needed.” The management and staff were extremely passionate when talking about the people they cared for. A health professional told us, “I can attest that the registered manager and her team treat the residents with kindness, compassion and dignity and I am very pleased to be working with them.” A relative told us, “They [staff] are very kind and very patient with her.”

The service was exceptional at responding to people’s needs for social interaction, staff went above and beyond to ensure people had the opportunity to feel part of a valued community. The service had recently celebrated the 80-year anniversary of VE day celebrations after a request from some of the people using the service. Everyone was sent an invite to attend, and a cream tea was held to celebrate with staff dressing up for the occasion. After the event being a success, the registered manager is planning to get together once a month with a different theme each month chosen by people living at the service. As we walked around the service and spoke to people they were still excited and telling us what a great occasion this was and how the staff really make it special.

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.

People’s cultural, religious and spiritual needs were assessed and recorded in their care plans. The registered manager confirmed adjustments to care were made to ensure people’s preferences were met. These adjustments included, changing care call times and meeting people’s preferences around staff. Staff and people could describe how staff considered people’s wishes and preferences when providing care. A relative told us, “All the staff are respectful and are always checking my relative is ok and they get permission before they step in to help them.” Another relative said, “Mum has a church visitor once a week and they [management] know her name and always make her feel welcome.”

The management were very committed to improving people’s wellbeing and social interaction and ensure people were treated as individuals. The staff team had a clear focus on enabling activities and support which was highly individualised to reflect people’s individual interests and passions. They had set up an art group which was now run by 1 of the people living at the service after finding out they were a true artist, and the group was fully inclusive to everyone. The management had ensured that for one person with a sensory need they were able to be fully involved in this event.

The registered manager told us that several people living at Nightingale Lodge had a real passion for gardening. They approached the landlord of the building and requested some raised beds for those people so that they could continue with the passion they had. This had resulted in fresh vegetables being grown and this activity had improved people’s wellbeing.

The service also held culture days where they dressed up and celebrated traditions and events for example, Chinese New Year, St Patrick day. We saw many photos of staff and people dressed up and clearly enjoying themselves. A relative told us, “That place [Nightingale] is so well-led. They celebrate events and special days that include everyone who wants to join in. No pressure, but plenty of encouragement. I would absolutely recommend them.”

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. Staff recognised the importance of people maintaining daily living skills where possible. One person told us, “Everyone here is so lovely to me from the managers down to carers and some of the residents. I can go to the communal areas and mix if I want to or I can shut my front door and be on my own. I have choices. Something that has been missing up to now.” A relative told us, “They know mum is fiercely independent but allow her to do what she can and just discreetly step in to support if necessary. I can’t praise them enough. I can be my relative’s daughter again. and even my husband has benefitted. He said the other day I am so happy to have the old you back. Before your mum went there, you were starting to look drained all the time.”

The service found creative ways to promote people’s independence and choice which improved people’s wellbeing. For example, people wanted to buy their own food shopping, but some people found it hard to get to the local shops. A member of management then arranged for a local shop to come to the building once a week and set up a pop-up shop. The shop brings a huge selection of goods and people can also pre-order anything they would like to purchase. This event had turned into a social event with people meeting up afterwards and with coffee and tea available to people so they can stay and chat. A local housing service’s residents also attended which helped create new friendships. Everyone we spoke with was positive about the pop-up shop and looked forward to this event. A relative told us, “It’s the best thing I ever did getting her a flat in there. It has given my relative independence and given me my life back.”

The provider was exceptional in how they 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. People’s care plans detailed where they had specific medical conditions and how these presented in everyday life. Staff had a good knowledge of recognising when people’s needs were changing and knew the appropriate action to take in response. The registered manager analysed care records. This helped them to identify when people’s needs were changing, and their care required adjusting.

The service cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care. Staff felt supported in their role and they could contact the office, which operated an open-door policy, if they had any concerns. Leaders had taken steps to recognise and meet the wellbeing needs of staff. There was a culture of staff safety. Leaders had taken steps to recognise and meet the wellbeing needs of staff, for example by supporting staff with making flexible working arrangements when needed.