Dr Anderson Lodge

“People’s likes and dislikes were included in their care plans and any specific dietary advice was shared with the catering team to ensure their nutritional needs were met. Evidence in care plans and daily care records confirmed people had access to local healthcare services and interventions were well documented. People were involved in developing their care plans and we saw evidence of discussions about consent to care and support. Signed consent forms were in place for such things as care, support and voting.”

“We observed members of staff interacting with people in a kind and caring way. People’s independence was promoted so people knew their rights and had choice and control over their own care, treatment and wellbeing. Members of staff were well supported by the management team and had access to supervision meetings and support.”

“People’s care plans were person centred and included their personal preferences about how they like care and support to be provided. It was easy for people to share feedback and ideas, or raise complaints about their care, treatment and support. The registered manager knew people in the care home and was aware of where and when people might experience barriers to care.”

“There was a shared vision, strategy and culture in the care home. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty. There was a comprehensive system of audits, quality assurance checks and care delivery reviews in place. The registered managed had a good understanding of governance. The service had good links with the local community and supported active community involvement in the care home. The service had a strong focus on continuous learning, innovation and improvement across the organisation and local system.”