The Lawns

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• 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.

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.

People and their relatives consistently spoke positively about the caring approach of staff. Comments included, “I could not fault the care for [my loved one]. Staff go above and beyond. [My loved one] is happy to be there” and “Staff are very friendly. They are also supportive to me. [My loved ones] have a good rapport with the staff, and they say how nice the staff are.”

We observed warm and respectful interactions between staff and people. Staff knew people well and took time to provide reassurance, encouragement and support in ways that reflected their individual needs and preferences.

People and their relatives described staff as caring, attentive and approachable. Staff respected people's privacy, promoted their dignity and adapted their approach to meet individual communication needs. This helped people feel valued, listened to and supported.

Staff were attentive to people's emotional wellbeing and responded with patience and empathy when people required reassurance or assistance.

We did not look at Treating people as individuals during this assessment. The score for this quality statement is based on the previous rating for Caring.

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

Staff and leaders understood their responsibility to promote people’s independence where possible. Care records included information for staff about how to encourage people to maintain their independence and people were supported to undertake the activities they enjoyed. A staff member told us, “We support people to make choices and maintain independence wherever possible. This includes making their own drinks, choosing what they would like to wear, deciding where they would like to sit at mealtimes, and being supported to go shopping to purchase items of their choice.” Another staff member commented, “It feels good to be a part of helping people live their lives in a place that feels like home to them.”

People had opportunities to discuss their interests and hobbies. This information was included in their care plans and used to help choose social events and activities. The provider employed an activities co-ordinator who oversaw the planning of these. We observed people participating in a range of activities which they enjoyed.

People and their relatives told us there were sufficient activities internally and externally, and that people were able to choose what they wished to do. A relative told us, “There are lots of activities going on. We are going on a boat trip in August, and it is so nice they include the family in trips out if you want to go. There is always lots to do and they have special events at Christmas, etc.”

A healthcare professional commented, “They have an activities co-ordinator who has increased the stimulation of the residents. [The activities co-ordinator] is always busy arranging activities, visiting animals, a care home therapy puppy. It is noticeable that the residents are happier when they are in the lounge with [them]. They have managed to support a husband and wife, rooms very close, 1 with space for a private lounge for them. This has seen a significant boost in their quality of life in the care 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.

Care plans provided guidance about people's needs, preferences and communication styles, and staff demonstrated a good understanding of how individuals expressed themselves. People and their relatives consistently described staff as responsive and available when support was needed. Relatives told us, “There are plenty of staff about. When we are there, they are always popping into the room to check everything is ok” and “[My loved one] chooses to stay in their room most of the time, but staff go in regularly and take drinks etc.”

We used the Short Observational Framework for Inspection (SOFI). SOFI is a way of observing care to help us understand the experience of people who could not talk with us. During our SOFI, we observed people appeared relaxed and at ease when supported by staff. Staff knew people's non-verbal and behavioural cues, offering reassurance and distraction techniques to alleviate people’s distress.

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

At our last inspection we found staff did not always feel the provider cared about or promoted their wellbeing. At this assessment we found systems the provider had in place to gather staff feedback and support their well-being were improved. For example, the provider had an anonymous independent wellbeing line for staff to call if they felt overwhelmed or needed support. Staff felt involved and safe to disclose information of concern. We received mixed feedback from staff about the management of the service. Most staff told us they noticed significant improvements since the registered manager was in post. Some staff spoke positively about the working environment and described a supportive team culture. They felt able to approach colleagues and managers for guidance, and we observed staff working collaboratively and respectfully. One staff member told us, “[Managers’ names] are approachable and they are striving to make The Lawns a lovely caring place for all of the residents and a nice working environment for their employees.” However, not all staff felt supported, appreciated and treated in a way which supported their own wellbeing such as appropriate breaks and rest periods.

The provider undertook anonymous staff satisfaction survey in 2025 conducted by the head office. The results were reviewed and discussed to identify areas for improvement. The registered manager told us, “Since then, recruitment processes have strengthened, resulting in improved staffing levels and a reduction in the use of agency staff. Senior leaders become more visible within the homes through regular visits and walkarounds, providing greater support and engagement with staff and residents. Personally, I send email to all staff via [electronic recording system] weekly showing appreciation for all the staff hard work. I have an open - door policy and staff are encouraged to talk when they feel stressed during a shift or after.” In addition, the provider introduced annual awards, including recognition for ‘Best Care Worker’ and other achievement categories, expressing appreciation for staff contributions and promoting a positive workplace culture.