Fitzwilliam 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 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 changed to outstanding

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 respecting their privacy and dignity. Staff also treated colleagues from other organisations with kindness and respect.

Compassionate care was embedded throughout the service. People experienced exceptional kindness, compassion and dignity from staff who knew them well, understood what mattered to them and consistently treated them with warmth, respect and care.

People and relatives described respectful relationships and told us staff were remarkably kind and caring. One person said, "I am lucky to have these staff and they respect me." Another told us, "The staff here are ace. They care about [you]; they support[you]", while a third said, "I love it here. I want this to be the place I stay for life." Relatives also spoke warmly about staff. One described them as "very caring" and said, "I can't fault [staff]." Another told us, "[Staff] are approachable and communication is excellent."

We observed staff interacting with people in a kind, compassionate and encouraging way. They took time to listen, provided reassurance and supported people to speak for themselves. Staff spoke about people with warmth and affection and showed an exceptional understanding of their lives, relationships and experiences.

Staff supported people through significant life events, including bereavement and deteriorating mental health, and involved families in important decisions and milestones. People who had died continued to be remembered through memorial plaques, a memory wall and an olive tree, reflecting the importance placed on their lives and relationships.

We also observed staff treating people with dignity and respect. For example, rather than speaking on behalf of a person who wanted to share a relative's contact details with us, staff supported them to find the information and share it themselves. Following our visit, the person chose to write a testimonial about the service, demonstrating the confidence and involvement.

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, dreams, culture and unique backgrounds and protected characteristics.

Staff demonstrated a remarkable understanding of people as individuals. Support was shaped around people's life experiences, relationships, interests, dreams and recovery journeys. Relatives consistently told us staff understood their family member's needs "very well." Whilst professionals described people as “happy and settled” and receiving highly personalised support.

Staff recognised recovery looked different for everyone. People were supported to maintain important interests, relationships and connections, including attending church, shopping, going to football matches, visiting family and spending time with friends. These opportunities helped people maintain their identity, build confidence and remain connected to their communities.

People spoke warmly about each other and friendships they had made. One person said, “We like making fun of staff and playing tricks on them." These relationships and experiences helped people feel accepted and valued. Another person said, "I am happier than I’ve ever been living here."

Staff showed an exceptional understanding of people's individual coping strategies, sources of comfort and emotional wellbeing. One person used a sensory aid [AW2]as a source of comfort and reassurance when feeling anxious. Staff recognised its importance and used this understanding to build the person's confidence and support participation in activities they would otherwise have avoided. Reflecting on a trip to the cinema, the person told us, "One staff member accompanied me and [toy] to the cinema, and they made me feel so comfortable I managed to sit through the adverts and the whole film!"

These examples showed how staff used their understanding of people's individual experiences, relationships and emotional needs to help them overcome barriers, build confidence and take part in opportunities that mattered to 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. People were supported to build the confidence, resilience and everyday skills needed to progress in their recovery and create meaningful, purposeful lives. There was a strong emphasis on helping people achieve their own goals, increase their independence and develop a sense of hope for the future.

Through tailored support, people developed the skills and confidence to manage responsibilities that had previously felt overwhelming. Learning to budget helped people take control of their finances and make decisions about how they wanted to live. Developing skills in shopping, preparing meals and managing medicines increased people's independence and reduced their reliance on others. As confidence grew, people took greater ownership of their daily lives and were able to focus on goals, relationships and activities that mattered to them.

The service had 4 self-contained flats providing opportunities for people to practise skills they learnt in a real-life environment whilst knowing support was available when needed. We saw and heard examples of people moving from long periods of institutional living to maintaining their own homes, building meaningful relationships and creating futures they had previously thought were out of reach. The flats provided an important stepping stone towards these life-changing outcomes.

People's recovery journeys reflected their individual dreams. One person progressed from receiving support during community visits to confidently attending concerts and festivals using agreed safety plans and remote support. Alongside this, they developed friendships, expanded their social networks and became increasingly confident making decisions and managing risks for themselves before moving into their own tenancy.

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. People were supported by those who understood their needs, recognised changes in their wellbeing and responded quickly when concerns arose.

We observed calm and reassuring interactions that reflected people's individual needs and helped reduce anxiety and distress. Changes in people’s mental and physical health were identified early. Support was adapted where needed and professional advice was sought when concerns were identified. This helped people receive timely support that promoted their wellbeing when circumstances changed.

The provider cared about and promoted staff wellbeing, recognising that well-supported staff were better able to provide person-centred care. Staff were valued and recognised for their contribution through initiatives such as employee of the month awards, long-service recognition and team events.

Staff had access to a range of wellbeing support, including a confidential employee assistance programme offering counselling and advice 24 hours a day. Additional support was available through trained mental health first aiders who could provide guidance and support during periods of emotional distress or poor mental health. Staff were provided with clear information about their roles and responsibilities and told us they felt supported by leaders across the organisation.

New staff were paired with experienced colleagues who helped them settle into the service, build confidence and develop relationships with people and staff. Peer support was embedded throughout the workforce, with staff and leaders supporting one another and sharing knowledge and experience. This helped new staff integrate quickly and contributed to a positive working environment.