Doulton Court Lodge Care Home

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. This is the first assessment for this service. This key question has been rated 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 service treated people with kindness and compassion and supported their privacy and dignity at all times. Staff took time to get to know people well which helped them understand their wishes, preferences and personal histories. People and relative told us staff were kind and caring. One person told us, “Staff are vigilant, aware and know how to keep people safe by being trustworthy and kind and caring.” Interactions were warm and respectful and people were spoken to in a caring way. Staff supported people at a pace that suited them and made sure they were not rushed. A person said, “Staff make time to stop and talk even though they are really busy, nothing is too much trouble.” People’s privacy was upheld by knocking before entering rooms and managing personal care discreetly. Staff treated relatives, visitors and professionals with respect which helped create a positive and welcoming atmosphere. The registered manager monitored practice to ensure care was person-centred and not task focused and staff told us they had time to build trusting relationships with the people they supported.

The registered manager monitored practice to make sure support remained personalised and that care reflected what mattered to each person. A relative said, “My [family member] cannot get out of bed now so their nails and hand pamper sessions are really a big treat.” Staff treated people as individuals and understood their personal, cultural, social and religious needs. Staff knew people well and supported them in a way that reflected their preferences and beliefs. For example, church services or access to ministers were arranged for those who wished it. Care plans included clear information about communication needs which helped people take part in day-to-day decisions. Staff encouraged people to express their wishes for how they preferred to spend their time and supported them to achieve this. People’s strengths and abilities were recognised and staff promoted independence wherever possible. For example, one relative said, “My [family member] was and still is frail but the [staff] encourage them to be a little more independent each week whilst watching all the time.”

The registered manager monitored that people had meaningful opportunities and that support was personalised to promote control, autonomy and wellbeing. The staff team supported people to have choice and control over their daily lives and promoted independence in a way that respected rights and preferences. One person told us, “[Staff] take me to the Post Office every week for my money as there is no bank.” Staff involved people in reviews and decisions about their care and supported them to make choices about routines, activities and relationships. People were encouraged to do as much as they could for themselves with staff offering prompts and reassurance. A person said, “I could not walk, breathe properly, eat or even talk for any time when I came here and now because of all the support and hard work I walk out of here. Yes, with a frame but I know how to use it properly.” Care plans included details about what was important to people, including hobbies, interests and significant relationships, which helped staff support people to stay connected with family, friends and their community. People were able to receive visitors and were supported to go out when they wished. Staff used equipment and communication methods such as pictures, which helped people maintain independence and understand their options.

The registered manager monitored response times and ensured staff had the information and support needed to act promptly when people required urgent assistance. The staff team responded to people’s immediate needs in a timely and person-centred way, calling advice from emergency services where required. Staff listened to people and understood their wishes, and anticipated needs so people did not have to wait for support. Staff recognised signs of discomfort, pain or distress, including non-verbal cues, and took action to reduce any preventable upset. People were offered reassurance when they became anxious and staff adapted their approach to meet individual communication styles. Call bells were in reach and staff responded quickly when people asked for help. A relative told us, “It is unusual to hear a call bell, it is answered in seconds.”

The registered manager recognised the importance of a diverse workforce and created a culture where staff felt included and able to contribute to improvements. The provider supported staff wellbeing which helped them deliver safe and person-centred care. Staff said they felt valued and were able to give feedback or raise concerns, and the registered manager responded in a timely way. Rotas included regular breaks and staffing levels supported a manageable workload. Staff were offered support when they were struggling and the registered manager promoted open conversations about wellbeing. There were systems in place that helped staff feel safe at work and staff described positive relationships with colleagues. One staff member told us, “It is one of the best places yet because of the staff, they are really good. It is organised everyone knows what they should do and helps each other.”