Sutton Lodge

“Improvements had been made, and the provider had demonstrated better oversight of the service. The provider had ensured all staff were clear about their individual roles and responsibilities. Checks had been completed to ensure staff had carried out required tasks, and where risks had been identified, these had been communicated to the management team for follow-up. Management changes had taken place, and the registered manager was back at Sutton Lodge from managing one of the providers other locations and a new deputy manager was in post. A range of new systems and processes had been introduced and embedded within the service.”

“Improvements had been made to staffing levels, and we observed sufficient staff were deployed to meet people's care and support needs safely and effectively. People and those important to them had been involved in care planning and risk management. Risks had been assessed, and measures had been implemented to manage known risks. Accidents and incidents had been recorded, investigated, reviewed, and lessons had been learnt to reduce the risk or mitigate the risk from reoccurring. The provider had followed the requirements of the Mental Capacity Act 2005 for people who had been deemed as lacking capacity to consent to their care or decisions. Staff knew people well, and we observed positive and meaningful interactions between staff and people using the service. Activities had been planned with people and staff had taken account of people’s likes, preferences, and interests. Throughout our assessment we observed staff were kind and caring.”