Fairdene 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 remained good. This meant people were supported and treated with dignity and respect; and involved as partners in their care. Feedback from people, their relatives and staff reflected how involved people were in their care planning and how well staff knew people. The management team had a strong focus on ensuring staff well-being was a priority therefor staff retention was great, and the continuity of care being provided was excellent.

This service scored 80 (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 people with kindness and respect, and this was observed during the time we spent at the home. People were positive about the care and support they received. One person said, “They are very nice people, they are all very kind to me.” Another person said, “Lovely people, I like it here.”

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. Relatives told us that staff got to know people and what was important to them. One relative told us, “They get to know new families. [Name of family member] is a Christian and they have the city mission come in once a month, so spiritual needs are met.” Staff gave examples of how they supported people with their individual needs. One staff member said, “They are all individuals, they all have their own personalities and do different things. We get to know what they want and how they like things done.”

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing. One relative told us, “There's a brilliant range of activities, community services and activities come in, and they play games. They also have bikes where they can go for a ride along the sea front. There is always a timetable up and I take a photo, so I know what he's doing.” Staff gave examples of how they supported people to maintain their independence. One staff member told us, “We encourage people to do things for themselves, like brush their teeth and choose their clothes. The activities we do as well are all about keeping their skills going.”

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 saw staff respond appropriately and in a timely way to people, including people who were distressed or presenting behaviour that may challenge others. One staff member said, “We have enough staff, we have the time to support people, but also spend a bit of time getting to know them.” Another staff member said: “We aim to assist people as quickly as we can. If we are getting behind, the managers will help us out on the floor, I respect that.”

The management team always cared about and promoted the well-being of their staff and was exceptional at supporting and enabling staff to always deliver person-centred care. The provider used innovative and exceptionally supportive ways to ensure that staff well-being was treated as paramount. This enabled staff, through excellent support and communication, to provide outstanding care to people living at the home. Staff told us how they liked working at the home, how they felt included and that the register manager was excellent. Staff felt like part of a family and spoke highly of what the home did to make them feel valued and involved. Staff told us how the provider and managers supported them to deliver the best care they could and develop both professionally and personally in their role. Without exception, all staff spoke highly of the management team, and all said it was an amazing place to work. The management had recently implemented a new system called praise platform where staff were able to praise each other for their achievements. This was great incentive for staff and the leader would receive a gift. This created a great environment for team working and this was observed when we visited, staff working in collaboration together to deliver excellent care. Staff felt like they were treated with respect and felt valued. One staff member told us, “I like working here. The managers are very kind, and they are good to us. I’m happy here.” Another staff member told us, “We get a Christmas bonus and if there is anything that is troubling us, we can raise it with the manager, she will listen to us.” The provider described how important it was for staff to be happy and to feel valued, and this was evidenced by a broad variety of reward schemes, such as free counselling sessions and employee bonuses. Further examples were given about how staff were checked in on and meetings held to support staff if there had been challenging situations at the home.