Cedar Grange

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 good. At this assessment the rating has remained 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.

Staff consistently demonstrated kindness and compassion in their interactions with people. Care was observed to be unhurried and respectful, with staff speaking gently and encouraging people at their own pace during meals and personal care. People and relatives described staff who were “very caring and compassionate”. A relative said, “[Name] is treated with kindness and respect. [Name] does need a lot of patience shown to him and the staff do (give them patience).” Staff were alerted to people’s needs, for example noticing when someone was not eating and offering alternatives. Staff were seen chatting warmly, and dancing with residents, and using touch for reassurance when appropriate. A staff member said, “[Name] told me they were upset again so I went and gave them a cuddle. We had a good natter together.” Privacy was maintained during care, and discrete signs to protect people’s dignity were used when personal care was delivered.

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

People were treated as individuals, and staff clearly knew them well. Care plans included personal details such as hobbies, music preferences, and bedtime routines, although some lacked detail in life history. Staff adapted care to individual needs, for example fortifying food for those at risk of malnutrition and offering lactose-free options based on staff observations. A staff member said, “We really think about and care for our residents.” Relatives confirmed involvement in care planning, with 1 saying, “I did help with putting [Name]’s care plan together.” Staff demonstrated an awareness of individual needs during interactions, referencing family members and past experiences to engage people meaningfully.

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

People were supported to remain as independent as possible. Staff encouraged choice in daily routines, such as clothing and meals, using visual prompts for those with communication difficulties. A person was observed doing a word search and said, “It keeps my brain going.” Staff promoted independence during mealtimes and repositioning, and relatives confirmed that choices were respected. A relative told us, “[Name] has choices but is limited by their dementia.” The electronic care system helped staff access up-to-date information quickly, supporting safe and personalised care.

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 were generally alert and responsive, for example, they quickly noticed where people struggled to eat and offered support promptly. Staff huddles and handovers ensured staff were aware of people’s needs throughout the day. Emotional support was quickly provided and staff knew how to comfort people when they showed signs of distress.

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

Staff described the management team as approachable and supportive, with an open-door policy. A staff member said, “[Registered manager] has an open-door policy: they can tell by looking at staff if everything is okay.” Another staff member felt improvements in management had commenced but continued improvements were needed, particularly in the visibility of the registered manager. They told us, “Management could encourage us more and continue to encourage teamwork.” The registered manager had recognised this need, and plans were in place to change the location of the registered manager’s office.

Staff felt well-trained, with access to a wide range of courses including dementia care, mental health, and moving and handling. Agency staff were inducted and provided with training profiles, although some permanent staff noted challenges when working alongside agency workers who were less familiar with residents. Staff morale was positive, and systems were in place for supervisions and wellbeing checks.