Charnwood Lodge

The following is CQC's published account of its assessment, published 21 May 2025. References to “we” mean CQC. It describes findings at that time.

Date of Assessment: 18 to 28 March 2025. The service is a residential care home providing support to adults with a learning disability, mental health condition, physical disability and autistic people. The service was supporting 17 people at the time of our assessment. We assessed the service against ‘Right support, right care, right culture’ guidance to make judgements about whether the provider guaranteed people with a learning disability and autistic people respect, equality, dignity, choices, independence and good access to local communities that most people take for granted. The service was meeting the underpinning principles of ‘Right support, right care, right culture’.

The provider had a good learning culture where staff understood and managed risks and people were kept safe. Risks were assessed and regularly reviewed to ensure measures remained effective and appropriate. Staff understood people’s emotional communication and responded effectively to signs of distress, anxiety and frustration. Leaders and staff followed the least restrictive options to keep people safe and ensured lessons were learnt and shared through de-brief processes. The facilities and equipment met people’s needs, were clean and well-maintained andany risks mitigated. There were enough staff with the right skills, qualifications and experience. Managers made sure staff received training and regular supervisions to maintain high-quality care and meet people’s individual needs. Improvements were needed in some areas of medicines management and the registered manager implemented these immediately during and after our inspection visits.

People were involved in assessments of their needs. Staff reviewed assessments taking account of people’s communication, personal and health needs. Care was based on latest evidence and good practice. People had enough to eat and drink to stay healthy and were supported to plan and shop for their meals where appropriate. Staff worked with all agencies involved in people’s care for the best outcomes and smooth transitions. They monitored people’s health to support healthy living. Staff ensured people had choice and control and consented to their care. They followed processes to ensure those important to people, and those involved in their care, took decisions in people’s best interests where they did not have capacity.

People were treated with kindness and compassion. Staff protected their privacy and dignity. They treated them as individuals and supported their preferences. People were supported to identify and achieve meaningful goals and aspirations and enabled to be as independent as possible. People had choice in their care and were encouraged to maintain relationships with family and friends. Staff responded to people in a timely way which helped to reduce people’s distress. The provider supported staff wellbeing.

The provider had a shared vision and culture based on listening, learning and trust; this was clearly understood and embraced by staff. People and relatives had confidence in the management team and staff consistently described them as approachable, supportive, effective and excellent. Managers were visible, knowledgeable and helped staff develop in their roles. They clearly knew and understood people well. Staff understood their roles and responsibilities. They described a culture where diversity was embraced, supported and celebrated and everyone was treated equally. Managers worked with other agencies and the local community to deliver the best possible care and outcomes for people. There was a culture of continuous improvement with staff encouraged and supported to try new ideas.