Casterbridge Lodge

On this page

• Overview
• Person-centred Care
• Care provision, Integration and continuity
• Providing Information
• Listening to and involving people
• Equity in access
• Equity in experiences and outcomes
• Planning for the future

Responsive – this means we looked for evidence that the service met people’s needs.

At our last assessment we rated this key question requires improvement. At this assessment the rating has changed to good. The service now ensured people received person centred care that met their needs and reflected their personal preference. This meant people’s needs were met through good organisation and delivery.
 

This service scored 75 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The service made sure people were at the centre of their care and treatment choices and they decided, in partnership with people, how to respond to any relevant changes in people’s needs.

People told us the care they received was person centred, people and their relatives informed us staff knew their likes and dislikes well. We observed many individual interactions with people and staff, offering choices and supporting preferences. A person told us, “If I need anything, like to speak to the doctor, the staff here would be straight on it.”

Staff told us they worked in partnership with people and were able to spend time talking with them. Comments included, “It's important to me to know I've worked hard and done the best I can for the residents” and “We treat residents like our family. We know them so well, when they have a visit from the paramedics or nurse, we can have the knowledge to support them. This helps to get the most from assessing the residents.”
 

The service understood the diverse health and care needs of people and their local communities, so care was joined-up, flexible and supported choice and continuity.

Daily records showed treatment plans from various health and social care professionals following appointments had been updated. This meant staff were able to support people using the most up to date guidance.

A visiting health and social care professional told us, “Staff are nice, prompt, friendly to us and the people living here and I've not had a negative experience here.”
 

The service supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs.

Staff understood people’s communication needs and informed us they were able to provide information in a way people understood by following communication preferences set out in individual care plans.

The service had met the requirements of the Accessible Information Standard. Since 2016 all organisations that provide publicly funded adult social care are legally required to follow the Accessible Information Standard. The Accessible Information Standard tells organisations what they have to do to help ensure people with a disability or sensory loss, and in some circumstances, their carers, get information in a way they can understand it. It also says that people should get the support they need in relation to communication.
 

The service made it easy for people to share feedback and ideas, or raise complaints about their care, treatment and support. They involved people in decisions about their care and told them what had changed as a result.

People told us they knew how to make a formal complaint if they needed to and were confident it would be taken seriously by the registered manager. The service’s complaints policy was on display throughout the service and shared in residents’ meetings. The complaints process included details of how to appeal a decision, contact details for the local government and social care ombudsman and the Care Quality Commission.

The service also displayed a “you said, we did” board, providing people and their loved ones the opportunity to see action taken by leaders to improve the service provided to those living at Casterbridge Lodge . A relative told us, “I have total peace of mind, my loved one is always in their own clothes so well presented and happy, this is what they would have liked if they could make the choice for themselves.”
 

The service made sure that people could access the care, support and treatment they needed when they needed it.

People told us they received care and support, which was accessible and considered their individual needs. A relative told us, “The registered manager is fair. They do not come to work for any easy time. If they see something not quite right, they are not afraid to address it there and then with their team. I think that’s why the staff are so respectful because they know the importance of doing the right thing.”

A person stated, “They leave you alone, and if you want anything, you press the button and staff come, they have told us not to hesitate to contact them.”

Staff received training in equality and diversity, they told us they supported people to live the lives how they chose. Staff gave examples of various ways of raising concerns about treatment which discriminates.
 

Staff and leaders actively listened to information about people who are most likely to experience inequality in experience or outcomes and tailored their care, support and treatment in response to this.

People were able to move throughout the service freely, with reasonable adjustments to remove barriers for people living with dementia.

The provider shared a copy of their action plan following our previous inspection and had addressed concerns relating to risks associated with health conditions, with a clear plan as to how to support people access health services to ensure intervention as early as possible.
 

The service had a proactive and positive culture of safety, based on openness and honesty. They listened to concerns about safety and investigated and reported safety events. Lessons were learnt to continually identify and embed good practice.

Accidents, incidents and events were recorded. The registered manager was informed of each incident and undertook reviews to identify trends. The registered manager had oversight and took action to prevent recurrence. Lessons learnt were shared in team meetings, supervisions and where appropriate, with people and their relatives.