Castleman House

On this page

• Overview
• Assessing needs
• Delivering evidence-based care and treatment
• How staff, teams and services work together
• Supporting people to live healthier lives
• Monitoring and improving outcomes
• Consent to care and treatment

Effective – this means we looked for evidence that people’s care, treatment and support achieved good outcomes and promoted a good quality of life, based on best available evidence. This is the first assessment for this newly registered service. This key question has been rated good. This meant people’s outcomes were consistently good, and people’s feedback confirmed this.

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’s care and treatment was effective by assessing and reviewing their health, care, wellbeing and communication needs with them. People told us their care needs and personal preferences were discussed with them when they moved into Castleman House. Staff told us people were offered choices, for example, when to be supported with personal care and how their dietary needs were communicated with the kitchen staff. Evidence-based care was significant in the providers policies and procedures. People’s care plans were updated when their needs changed.

The service planned and delivered people’s care and treatment with them, including what was important and mattered to them. They did this in line with legislation and current evidence-based good practice and standards. People told us their care and support needs were assessed, reviewed, and updated as required. One person said, “I can get extra [pain relief] tablets from staff if I need them or see the doctor.” People’s records were accurate to the care they were receiving. For example, we saw people’s daily records included details of referrals to health professionals. Care plans had been updated to reflect changes to the person’s care and support prescribed by the health professional.

The service worked well across teams and services to support people. They made sure people only needed to tell their story once by sharing their assessment of needs when people moved between different services. People living at Castleman House were supported to share their personal histories, preferences, and routines. One staff member told us, “Finding out about people's lives is incredible, it's amazing what you can learn using a quality-of-life survey. For some people you break up over a few days when getting to know them and other people you can sit with for an hour to complete it. It's brilliant. It gives us so much about the person and helps us know what they want at the end of their life too.” Feedback from health and social care professionals about how the service worked to support people when they moved between services was positive. Comments included, “Staff provide comprehensive baseline information that helps identify any changes in the resident’s needs. This proactive approach ensures that assessments are accurate and timely.” And, “The home’s readiness to provide information and address any concerns has been instrumental in enabling effective care planning.” Staff told us the information they had for people was accessible to them through the providers electronic recording system. The manager was confident about the provider’s policies to share information, as appropriate with external partners.

The service supported people to manage their health and wellbeing to maximise their independence, choice and control. The service supported people to live healthier lives and where possible, reduce their future needs for care and support. People were encouraged to live a healthy lifestyle; people told us how their general wellbeing and health had improved whilst living at Castleman House. Many people commented about the activities offered which supported physical and spiritual health, “There is always something going on” and, “You can get involved or watch, it’s something to keep you busy.” The provider used an electronic recording system this meant information could be easily accessed to be shared with other professionals and others involved in people’s care. A health and social care professional commented, “I have seen the home prioritise the wellbeing of its residents by being responsive to any changes in their needs.”

The service routinely monitored people’s care and treatment to continuously improve it. They ensured that outcomes were positive and consistent, and that they met both clinical expectations and the expectations of people themselves. Staff attended daily meetings where they were made aware of any short-term care interventions such as increased checks for people who had been unwell or recently fallen. Staff who were responsible for meals knew about people’s needs and information was up to date and available for them in regarding the safe intake of food and fluids. This included information for people with special diets such as for Diabetes and for safe swallowing. A health and social care professional informed us, “Staff at Castleman House ask relevant and thoughtful questions regarding the resident’s care requirements, showing their commitment to providing the right support for the resident.”

The service told people about their rights around consent and respected these when delivering person-centred care and treatment. People told us they were able to make choices about their care and support. Comments included, “Staff are kind, I have choice” and, “Staff are here to help me when I need it and leave me to keep doing the things I can.” Managers and staff had a good understanding of the principles of the MCA. Staff had received training and told us the importance of asking consent before providing care for people. One staff member told us, “We have photo consents for the photos taken from those who wish to, but also ask for their consent every time before a photo is taken in case, they have changed their mind.” The service had a process in place to carry out MCA assessments where required. The service had ensured people’s advanced wishes were recorded, and for people who had a Lasting Power of Attorney (LOPA) appointed prior to make decisions about their care, the manager ensured evidence of this was obtained and the LPOA was consulted in all decisions.