Sutton 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 requires improvement. At this assessment the rating has changed to 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.

We observed staff were kind and caring. There was enough staff to offer compassionate care that was meaningful to people to support them with their emotional wellbeing. Relatives told us, “The staff are lovely. They’re all caring, you can see it. I notice how they act” “The staff are friendly and approachable. All the ones I’ve seen are good and care about the residents.”

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.

Staff knew people well, Care records provided staff with guidance on people’s likes and preferences. We observed people were supported in line with their preferences. Where people required additional support, this was offered. For example, where people needed support with eating this was provided during meal and snack times and where people required adapted cutlery to remain independent this was in place. One relative told us, “We did a review of her care plan so far. I think they know [family member] I’ve noticed they take [person] for a rest if their tiring and to rest any pressure issues.”

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

Staff had been deployed more effectively since our last visit, which enabled the activities staff member to provide meaningful and engaging activities. Monthly activity plans had been developed with people using the service. Where people were unable to communicate their preferences verbally, relatives had been consulted to identify their likes and interests, and these had been considered when activities were planned.

The service offered facilities that promoted independence and social inclusion, this included a nail salon and a pub area that people could enjoy with their relatives. A relative told us, “Staff listen and do something. I wanted him to go to the pub and initially they said no, because of [equipment]. I spoke to the manager, and it was sorted out.”

Themed events, such as a beach day had been organised. A sweet shop was within the service which had further encouraged independence, and people had also been supported to visit the local supermarket. This meant there was opportunities for people to make choices, maintain independence, and participate in activities that reflected their individual preferences and interests.

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.

We observed people received support when needed and did not have to wait. The staffing calculation tool included the time required for staff to respond to people who needed support in their rooms, this helped to ensure effective staff deployment. This meant people’s needs were met promptly and in line with their individual requirements.

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

The management team had worked closely with staff, through regular one-to-one supervisions, to build a culture of trust where concerns could be raised openly and wellbeing discussed. Drinks and snacks were available in the staff room, demonstrating appreciation for staff and showed the importance of taking breaks. Staff recognition initiatives were being reinstated, and a wellbeing officer was in post for staff to access if required. A staff member told us, “I enjoy working for the company the staff and management team are all friendly made me feel very welcome when I started and I haven’t had any issues or concerns since I started.”

This meant staff had regular opportunities to discuss their wellbeing, felt valued and supported in their roles, and were encouraged to raise any concerns.