Alsley Lodge

The following is CQC's published account of its assessment, published 26 November 2025. References to “we” mean CQC. It describes findings at that time.

Date of assessment: 11 August to 20 August 2025. The service is a residential care home, supporting up to 33 older people. At the time of our assessment, 32 people were living at the home.

An unannounced inspection took place to review the quality of care and compliance with legal regulations. At the last inspection, the service was in breach of the legal regulations relating to person-centred care, safe care and treatment and good governance. At this inspection, enough improvements had been made, and the provider was no longer in breach of these legal regulations.

Managers had improved systems to investigate, record and learn from incidents and staff had a good understanding of safeguarding. Information about risk was now robust and people were supported effectively when they communicated a need, emotion or distress. The environment was found to be safe and hygienic, with the appropriate checks in place. Recruitment processes and staffing levels had improved. Staff now had their competence routinely checked, and medicines management systems were safer.

People and their relatives had more involvement in the care planning process, and there was a good level of information in people’s care plans and records. Managers and staff had an excellent understanding of people’s nutrition and hydration needs, and supported people to achieve positive outcomes. Information sharing between the team and healthcare partners was effective, and robust systems had been introduced to monitor people’s health and wellbeing, and prevent deterioration. Assessments of people’s capacity were now carried out in line with The Mental Capacity Act 2005 (MCA).

Staff treated people exceptionally well and helped protect their dignity. Managers and staff had an excellent understanding of people’s backgrounds, needs and preferences and celebrated people’s strengths. There was a varied range of activities available, and people were supported to maintain their independence. Staff understood and responded to signs of distress quickly. Staff wellbeing and morale was good.

Care plans were now person-centred, and continuity of care was prioritised. People’s communication needs were met, and the home was very accessible; with managers advocating for people to ensure they had the care and treatment they needed, when they needed it. Advanced decisions and people’s end of life needs and wishes were well documented, and the service facilitated positive working relationships with a local funeral service and the hospice.

There was a positive, compassionate culture at the service and staff confirmed they were able to speak up. The registered manager and deputy manager were capable and led the home effectively. Digital systems had been introduced, improving checks and audits and contributing to an excellent level of oversight. Managers shared learning and resources with other services and developed positive connections within the local community. Managers and staff strived to continuously raise standards and enhance people’s quality of life.