Appleby 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

People received person centred care that met their needs. Staff told us people’s care plans were accurate and up to date. The service communicated with people effectively and the deputy manager visited people at home regularly to gather their feedback. Everyone was treated fairly and with respect. The provider’s leadership and staff team ensured people were protected from discrimination.

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.

People and their relatives told us the service provided individualised care that met people’s specific needs. Their comments included, “Day to day staff vary but they’re all familiar with my [relative’s] needs” and “Carers are lovely. They use initiative and anticipate my needs very well. They know where things are in the house and what I expect.” The person we visited at home was happy with the care they received, and comfortable and confident interacting with their care staff.

Staff provided people with individualised care based on their identified needs. One staff member told us, “I've completed training in person-centred care. It's an approach that puts the individual at the center of their care. It involves treating people with dignity and respect, supporting their independence, and tailoring care to their unique needs and preferences”.

People were happy that they were normally supported by small groups of staff, who visited regularly and understood their preferences. People’s comments included, “I mainly have 2 staff, I’m really fond of them”, “They know my needs well” and “The staff are kind. It’s because we get on every day. They’re respectful.”

Staff felt they had access to sufficiently detailed information to enable them to provide consistent care. Their comments included, “They provide us with care plans and risk assessments and give us proper information about service users. If any service user has changes on their care plan, then our management also give us an update about them” and “The company provides us care plans for every client.”

People’s plans were person centred and gave staff enough information to help them understand people’s individual support needs.

People told us they received regular visits and calls from the provider’s deputy manager and that the service communicated effectively. People received calls when staff were unexpectedly delayed or running late.

Staff described how they would support people to understand any information shared by the provider. Information was available in large print where needed and would be provided in alternate languages if required.

People’s care plans included details of the support they needed with communication and any communication aids used. In addition, people’s preferences in relation to communication with office-based staff were recorded to ensure information was shared effectively.

People told us, “The [Deputy manager] comes once a month and asks for feedback. Goes through everything. Yes, change happens. They are very good, very responsive” and “Listen and act, they certainly do” and “Oh yes, the carers are kind, caring and respectful. They keep me company. We understand each other.”

Staff told us they always involved people in decision making and respected people choices. One staff member told us, “They usually go to the clients, to ask them regarding how the carers are, if we are providing good care, spending enough time, are they happy with us, feeling safe or not.”

The deputy manager visited people at home regularly to directly gather feedback on people’s experiences and ensure their preferences were respected by staff.

People were able to access the support they required and were complementary of how staff provided support. People’s comments included, “If I want a shower, I can have one” and “Carers are lovely. They use initiative and anticipate my needs very well. They know where things are in the house and what I expect.”

Staff recognised the importance of consistent visit times to people’s well-being and told us, “Our goal is always to provide timely care. If unavoidable delays occur, we have procedures to notify clients and management. Personally, I strive to be punctual for all my visits.”

The provider recognised improvement in the service rota systems were necessary to ensure people had consistent visit times. A new rota and call monitoring system was about to be introduced to address these issues.

People felt respected by their staff who, they reported listened to and acted upon any requests. People told us, “Before staff leave they ask if there’s anything else they can do for me. If I needed anything they would do it” and “They don’t go against me. I’m a tough old bird!”

Staff felt well supported by their managers who were available to provide advice and support when needed. Staff told us, “Overall, they have a culture of equality and they treat everyone equally” and “The management team is highly accessible, understanding, and supportive.”

The provider’s systems were designed to ensure people and staff were treated fairly and protected from discrimination.

No one we spoke with raised any concerns in relation to the service’s systems for providing end of life care.

The service did not normally take on care packages at the end of people’s lives. However, the service had recently been approached by the local hospital to provide end of life care for one person to enable them to return home. Managers reported the service had successfully been able to meet this individual’s needs.

The provider’s care planning system included facilities to enable people’s preferences in relation to end of life care to be recorded.