Walkern Lodge

Staff encouraged people to live full lives and meet their goals which included learning new skills. People were supported by staff to do things they enjoyed and to get out and about.

The provider, management and staff team developed the service in way that ensured they had the resources and knowledge to support people when they experienced periods of distress. Restrictions were minimised and people had the freedom and choice how to live their lives.

Staff received the right training for their role, and this included training for specific complex needs people had. Staff received training in the use of restraint and positive behaviour support. At the time of our inspection, they had no needed to use physical restraint but knew if it was needed it was as a last resort and for the shortest time possible.

People were supported to communicate their needs, views and choices. Communication plans and tools were personalised to enable this. People were supported to personalise their rooms.

People were supported to access the community and to join in with activities and days out in their local area. People were supported by staff to live healthy lifestyles and access health and social care support. This helped improve people's wellbeing. Medicines were managed safely and regularly reviewed.

Right care People received support and care that was kind, compassionate and reflected people's own culture and

preferences. Staff promoted people's equality and diversity, supporting and responding to their individual needs. People's care plans were an accurate reflection of the support they needed and what people could do independently. They included strategies and plans to help people reach their aspirations and goals.

Staff had received training on safeguarding people from the risk of harm and abuse. Staff knew how to recognise and report abuse. There were enough appropriately skilled staff to meet people's needs and keep them safe. The service rarely used agency staff.

People were supported by staff who had a good understanding of people's needs, how people communicated and what their preferences were. Staff listened to people. People received care that supported their needs and aspirations, was focused on their quality of life, and followed best practice.

Right culture The provider, manager and staff monitored the quality of service provided to people. People, their relatives, staff and professionals were involved in the process. People were supported by staff who had a good understanding of best practice and how to implement this into their roles. Staff put people's wishes, needs and rights at the heart of everything they did.

People and their relatives were involved in planning their care. People also had the support and involvement of an advocate. This helped to ensure that people had a service that was tailored to them. Staff respected people and their views. People had been put at the forefront of all they did. The risk of a closed culture was minimised as people received care and support in line with their wishes, and staff were open and inclusive.

For more information, please read the detailed findings section of this report. If you are reading this as a separate summary, the full report can be found on the Care Quality Commission (CQC) website at www.cqc.org.uk

We looked at infection prevention and control measures under the Safe key question. We look at this in all care home inspections even if no concerns or risks have been identified. This is to provide assurance that the service can respond to COVID-19 and other infection outbreaks effectively.