Acacia Lodge

Date of Assessment: 16 July to 29 August 2026. Acacia Lodge is a residential care home providing support to adults of all ages living with dementia, mental health and physical needs. At the time of the assessment, 21 people were being supported.

At the previous assessment, the provider was in breach of the legal regulations relating to person-centred care, safe care and treatment, meeting nutritional and hydration needs, staffing and good governance. Improvements were found at this assessment and the provider was no longer in breach of these regulations.

Improvements were particularly evident in governance arrangements, medicines management, risk monitoring, care planning and oversight of people's changing needs.
People's needs were assessed and reviewed to help ensure they received care and support that reflected their individual circumstances and changing needs. Staff worked closely with healthcare professionals, including GPs, physiotherapists, pharmacists, dietitians and speech and language therapists to help ensure people received appropriate care and treatment. We found professional recommendations were implemented and monitored through ongoing reviews, evaluations and management oversight. People's health, wellbeing and risks were regularly reviewed and appropriate action was taken when concerns were identified.

Staff worked collaboratively with families, healthcare professionals and partner agencies to help ensure continuity of care. Mental capacity assessments, best interest decisions and Deprivation of Liberty Safeguards (DoLS) processes were completed where required and demonstrated consideration of people's rights, wishes and least restrictive options.

People received care and support that was increasingly personalised and responsive to their individual needs. Care plans reflected people's preferences, interests and changing circumstances and staff reviewed these when needs changed. People were supported to maintain relationships with family and friends and to participate in meaningful activities. We saw evidence of a structured activities programme, community outings, life story work and opportunities for people to maintain skills and interests that were important to them.

People were provided with information about the service and had opportunities to share feedback through surveys, family meetings and ongoing communication with staff and leaders. The provider reviewed feedback and used this to identify areas for improvement. People's views were listened to and acted upon. The provider worked to ensure people had access to the care, treatment and support they required and tailored support to help meet their diverse needs and preferences.

Leaders promoted a culture of openness, learning and continuous improvement. The registered manager demonstrated a detailed understanding of the service, its challenges and the actions required to improve outcomes for people. Governance systems had been strengthened since the previous assessment and included regular audits, care plan reviews, medication checks, staff communication systems and action planning. Staff described improvements in communication, teamwork and management oversight and felt able to raise concerns when needed. Leaders sought feedback from people, relatives and staff and used this to drive further improvement.

We found improvements had been made since the previous assessment. Systems and processes were embedded into everyday practice and were helping to ensure people received safe, effective, responsive and well-led care.

However, some people, relatives and staff told us staffing levels could be better at busy times. Leaders had responded by recruiting additional staff.