Brighstone Grange

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 79 (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 was exceptional at placing people at the centre of their care and support. Staff took time to understand people’s individual histories, interests, relationships and aspirations and used this knowledge to create meaningful opportunities which recognised people as individuals and supported them to maintain a sense of identity and purpose. This understanding extended across the staff team, including non-care staff, who knew people’s individual preferences and what was important to them. Catering staff knew people’s food preferences and adapted meals around their individual choices and dietary needs. For example, when one person did not want the main meal and could not eat the alternative because of an allergy, 2 different hot meals were prepared specifically for them. This meant the person was not disadvantaged by their dietary needs and retained genuine choice about what they ate.

People were supported to continue interests including golf, baking, gardening and wildlife, maintain connections with previous occupations, attend important family events and take part in individual outings and experiences. People’s previous professional lives were used creatively to enable them to continue using skills and knowledge which remained meaningful to them. This enabled people to maintain connections with their previous identities and occupations and provided meaningful opportunities to contribute rather than simply participate in activities. Activities were flexible rather than based solely around a set programme, with individual opportunities developed around what mattered to each person. For example, one person wanted to make fairy cakes and staff supported them to achieve this wish. The impact of this individualised approach was evident in our observations.

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. People experienced continuity in their care and support. Staff shared relevant information about changes in people’s needs through care records and handovers and worked with external professionals where additional support or advice was required. We observed a structured handover which provided incoming staff with relevant information about people’s current care, health needs and planned activities, and staff contributed their knowledge of individuals when considering how support should be adapted. Care was adjusted in response to changes in people’s mobility, nutrition, health and individual needs and preferences.

The provider supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs. People and those important to them received information about their care and the service. People described staff talking with them about their care; however, some people and a relative were not always aware of their care plan. The registered manager recognised this and was considering how discussions about care planning could be made clearer and people's involvement and agreement more explicitly recorded. The registered manager was also developing a welcome pack to provide people with accessible essential information when they moved into the home.

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. People and those important to them were encouraged to share their views about the service. The provider sought feedback through surveys and had arrangements for people, relatives and visitors to provide feedback, including anonymously. Feedback was used to consider changes to areas such as menus and activities. People told us they felt able to speak with staff or the registered manager if they had concerns; one person said, “Absolutely particularly with [the registered manager].”

The provider made sure that people could access the care, support and treatment they needed when they needed it. People were supported to access care, support and opportunities in ways which reflected their individual needs. Staff considered potential barriers to participation and made adjustments where necessary to enable people to access opportunities on an equal basis. The service had access to a wheelchair-accessible vehicle, enabling people with restricted mobility to participate in community activities and outings. People were supported to access healthcare and specialist services when required, with their individual communication, mobility and other support needs considered.

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 received care and support which reflected their individual needs, circumstances and preferences. Staff understood that people required different levels and types of support and adapted their approach accordingly, including in relation to communication, mobility and maintaining independence. Care planning and risk management considered people’s individual circumstances, and staff worked with relevant professionals where additional or specialist support was required. This helped people to have equitable opportunities to maintain their health, independence and quality of life.

People were supported to consider and plan for their future wishes and preferences. Information about future healthcare decisions was available to staff, and the registered manager understood the importance of advocating for people’s expressed wishes, including where people had decided they did not want hospital admission. Future planning was not limited to healthcare or end-of-life decisions; staff also considered things people still wanted to achieve and experiences that remained important to them.