White Rose Lodge

Updated 6 January 2026

Date of Assessment: 17, 21, 22 April 2026.

White Rose Lodge is a care home providing accommodation and personal care for up to 38 older people, including people living with dementia. There were 26 people living at the service on the day of our inspection visit.

We carried out this inspection to review the quality of care and leadership. The service has maintained a good rating overall, with improvements in leadership since the last assessment, and no breaches of regulations were identified. People were supported to feel safe, cared for and respected, and many positive, person‑centred interactions were observed throughout the day.

People benefited from kind and compassionate care delivered by staff who knew them well and understood what mattered to them. Care was often personalised, with staff supporting people at their own pace, promoting dignity, independence and choice. The environment was calm, welcoming and well maintained, with effective infection prevention and control practices in place. Medicines were managed safely, and staff worked well with health and social care professionals to support people’s ongoing health needs. Activities were planned and encouraged, and many people experienced meaningful engagement and enjoyment, although this was not always consistent for everyone.

However, some inconsistencies affected people’s experiences. At busy times, staffing pressures impacted responsiveness, including delays in responding to call bells and reduced engagement for some people. There were gaps in care planning, risk assessment and consent documentation, particularly around admissions, equipment use and restrictions, which limited assurance that people were always fully involved in decisions about their care. Governance systems had identified some of these issues, but not all improvements had been fully embedded.

Leaders were visible, supportive and approachable, and had created a positive and open culture where staff felt listened to and valued. Oversight, learning and governance had strengthened since the last assessment, contributing to the improvement in the well‑led key question. Further focus is needed to ensure systems are consistently applied, staffing levels support timely care at all times, and people and their relatives are fully involved in care planning and decision‑making.

Updated 6 January 2026

People and relatives described positive, caring relationships with staff, and many spoke about feeling reassured, supported and safe at White Rose Lodge. People and relatives told us staff were kind, patient and respectful, particularly when supporting people with complex needs or distress. One relative said, “I can’t fault them (staff) for how caring they’ve been. They always wait for [Name’s] answers to questions, no matter how long it takes.” Another told us, “The staff are friendly and kind. They make an effort to go the extra mile.”

Staff were observed interacting warmly with people throughout the day. They used reassuring language and gentle encouragement, particularly during personal care and when supporting people to move. People were supported at their own pace and staff took time to explain what they were doing, which helped people feel comfortable and involved. However, people and relatives said there were occasions where engagement was more limited, particularly during busier periods, and some people waited longer for assistance. Experiences were not consistent for everyone. Several relatives raised concerns about staffing levels at busy times, particularly evenings and weekends, and delays in responding to call bells.

Relatives also described limited involvement in care planning and decision‑making. Comments included, “[I’ve] never seen the care plan.”

There was strong feedback about personalised and compassionate support, where staff knew people well. Relatives shared examples of care being shaped around people’s identity and preferences. This included, for example, providing a desk for one person because their relative told us, “A desk is part of [Name’s] identity.” Celebrating people’s birthdays and special occasions was also valued, with a relative explaining, “It was [Name’s] birthday. They (staff) make an effort to go the extra mile.”

Mealtimes were important for many people. Relatives told us there was choice available and staff supported people to eat and drink, when required. One relative said, “There’s always a choice of food. The staff are competent and skilled at supporting my [relative].” Another commented, “There are two chefs and [Name] has said how nice the meals are.” Staff were observed offering choices and responding to people’s comfort needs. Some relatives raised concerns about staff consistency and dietary needs, which meant experiences were not always the same for everyone.

Activities and social engagement formed a large part of daily life at the home. There was a planned activities programme, including group activities such as sing-alongs. People responded positively. People were seen smiling, joining in and dancing with staff, and giving them a hug afterwards. Staff actively encouraged participation through friendly invitations and one-to-one engagement. Most relatives spoke positively about the activities provision. However, other people and relatives felt there was less stimulation than previously, particularly for people who preferred individual or interest-based activities.

Overall, the atmosphere at White Rose Lodge was calm and welcoming, with many people experiencing kind, person-centred interactions and meaningful engagement. Many relatives expressed relief and trust that their loved ones were being well looked after. However, inconsistencies in responsiveness, consultation, care planning and communication significantly affected some people’s experiences and led to frustration, distress and reduced confidence in the service. These experiences align with inspection findings around staffing pressures, consent, record‑keeping and governance, which impacted how consistently people felt listened to and involved.