Foresters 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 provider met people’s needs.At our last assessment we rated this key question good. At this assessment the rating has remained good. 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 provider 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 generally received care that reflected their individual needs, preferences and routines, and many staff demonstrated good knowledge of people’s histories, communication needs and what mattered to them. Care plans for people with complex needs often included personalised detail and staff were able to describe how care was adapted in response to anxiety, health conditions or changing needs. However, ‑person centred care was not always consistently embedded, with some aspects of daily life, such as mealtimes and the care environment, feeling task‑led and not always aligned to individual choice or identity. However, overall care was respectful and individualised.

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

The provider made sure care was coordinated and consistent, supporting continuity and safe transitions. Staff worked with healthcare professionals and shared information to make sure people’s needs were understood and responded to.

Managers had processes in place for daily oversight of the service. These systems were used to identify changes in people’s needs and agree actions. Professionals told us the home was welcoming and that staff were accessible and responsive. They described care plans as helpful in supporting continuity, particularly for people using respite services.

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

The service gave people and those important to them the information they needed, in a way they could understand. People and relatives knew who to speak to and felt informed about care and wellbeing. Relatives told us staff contacted them when needed and kept them updated about changes or concerns. One relative said, “Anything within the home they (staff) email me.” Information was shared through meetings, phone calls and emails, and people were involved in discussions where appropriate. Staff explained care, sought consent and reassured people during interactions.

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

The provider listened to people and involved them, and those important to them, in decisions about their care and the running of the service. People had opportunities to share their views, and feedback was used to make changes. The service held regular residents’ and relatives’ meetings, and people were invited to contribute agenda items. Surveys and questionnaires were used to gather feedback, including about food and activities. Managers described how themes from feedback were discussed and acted on.

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

Staff recognised people’s diverse health, mobility, communication and cultural needs and worked to reduce barriers. People were supported to access healthcare professionals, including GPs, nurses and specialist services. Staff understood the importance of adapting support. Environmental challenges, such as a temporary lift breakdown, were recognised and staff spent time with people affected to reduce the impact. People told us they could access activities, outings and communal spaces when possible, and staff made adjustments where needed to support inclusion.

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.

Managers promoted inclusive practice so people experienced care that respected their dignity, rights and individuality. People had positive experiences and outcomes, although these varied at times. Where experiences were less consistent, such as during mealtimes on day 1, leaders responded quickly and improvements were evident on day 2, leading to better experiences for people. This demonstrated the provider’s commitment to improving equity of experience and outcomes across the service.

People were supported to plan for important life changes, so they could have enough time to make informed decisions about their future, including at the end of their life.

People were supported to plan for the future and staff responded to changing needs and aspirations. Care planning considered ‑longer term goals, interests and important life decisions. People were supported at the end of their life in the manner they wished.