Acquah Lodge- 60 Dalkeith Grove

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 service 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 treated people with kindness, and compassion and respected their privacy and dignity. People told us staff were caring. A person told us, “Staff support me and are really caring.” Another person said, “Care staff are kind.” This was confirmed by relatives we spoke with. A relative said, “Care staff are kind and caring.” Another relative told us, “They are caring for [my family member] very well. I am pleased about this.”

People felt comfortable in the presence of care staff. A person told us, “I have the best carer in my life.” People received care from a consistent regular team of care staff that they were familiar with. A relative told us, “[My family member] receives care from the same group of staff. [They] like familiarity. I see the same staff.”

Staff managed more complex needs sensitively and anticipated behaviours that could cause distress, helping people feel safe and well cared for. A relative told us, “Sometimes [my family member] will have a meltdown. [Staff] manage [them] very well and these meltdowns are reducing. They know [person’s] needs and know how to deal with such situations.”

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 received care that reflected their personal histories, identities and preferences. Staff had an understanding of what mattered to each person. Records and observations demonstrated that staff used communication tools, such as picture cards for people living with communication difficulties. Staff adapted care around cultural, emotional and life-history needs. A member of staff told us, “Most people are not verbal but they can express themselves in other ways. I am able to understand people’s needs.”

Staff and managers showed a clear commitment to understanding and responding to people as individuals. Personalised information was captured in care records, including people’s every-day preferences.

Activities and social opportunities were tailored around people’s interests and life stories.

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 routinely encouraged to remain as independent as possible, with staff providing assistance and using care plans to prompt independence. People and relatives told us staff were flexible with routines and encouraged people to make decisions about their day. Staff supported people to access the community. A relative told us, “They take [my family member] out and are supporting [my family member] to find a job.” A person said, “Staff support me to be independent. Sometimes I need help and they are they are there for me.”

People were encouraged and supported to access the community, develop skills and pursue their personal interests. Staff balanced safety with independence, using their knowledge of each person’s risks and needs to tailor the level of support they provided.

People had opportunities to make decisions about how they spent their time and the type of activities they participated in.

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. A relative told us, “They put [my family member’s] needs and interest first and we work together to make sure [my family member] receives the support [they] need.”

The provider had effective systems in place to respond quickly to people’s immediate needs and minimise discomfort or distress.

The provider cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care. Staff we spoke with told us they felt supported and valued by their colleagues and management. A member of staff said, “The support from management is perfect.” Another member of staff told us, “Management have been very supportive.”

Staff retention was good and staff morale was positive. Staff told us they felt valued working at the service and were given opportunities to progress within the service. A member of staff told us, “It is fantastic working here. I have had opportunities to progress here.”

Management had an open-door policy. Staff were encouraged to speak up and raise concerns openly. The registered manager emphasised the importance of having a transparent culture where staff were able to speak up and where concerns were raised there was a focus on learning and preventions rather than blame.