Castle Dene

On this page

• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

Staff were kind and caring. People and relatives told us staff knew them well and treated them with genuine affection. The home was bustling and full of life and fun, people were encouraged to make friends and interact if they wanted to. Staff were supported well by the registered manager and provider and therefore were happy in their work. The registered manager was clear in the view to achieve the best possible care, they must support their staff team. The registered manager and deputy manager worked well to support the team. Relatives were welcomed into the home and treated as family.

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 staff were kind and caring. People told us they were assured information shared about their care and personal details was kept confidential. People told us they were treated with dignity and their individuality respected. Some of the comments were, “You couldn't have better staff, and, “Nothing is a problem and it's so welcoming. It just feels right. You know.”

Staff had training in dignity and respect, they told us they would care for people regardless of their background. The registered manager told us they were confident staff worked for the best possible outcomes for people.

Overwhelmingly feedback received from health and social care professionals was positive in terms of the home in general and interactions with staff of all disciplines. One professional said, “Its lovely here, I have no concerns. The staff are incredibly caring, they always go above and beyond.”

We observed many respectful and kind interactions between staff and people. Staff worked together as a team.

People’s individuality was respected, nurtured and appreciated. Relatives told us their loved one was welcomed into the home; they told us the warm approach extended to them. A relative said, “You get a feel for a place, and I really do love it here, even after a few months, my loved one [name] has settled. They do it right, really well.”

Staff were keen and committed to supporting people to live their authentic lives. The team was culturally diverse, and everyone was welcomed at Castle Dene.

A warm and vibrant feel to the home made it welcoming. The relaxed atmosphere was appreciated by all. Social, emotional and spiritual needs were considered, encouraged and supported.

People’s care plans and records detailed their needs and were updated regularly. Holistic approaches to care planning meant people were respected.

People told us they had choice over how they received their care and how they spent their day. Relatives told us there was a variety of options for their loved ones. People told us they could spend time in communal areas with others or on their own in their bedroom. One person said of the atmosphere in the home, “We have a laugh and that's key, lots of laughter.” A relative told us, “Staff treat residents with respect, they are adults and pitch it just right. No one is forced to join in, but there is always something to do. We come and go any time and are always welcome.”

People were supported by staff to maintain relationships. Staff told us visitors came to the home whenever they wanted and were welcomed as part of the ‘family.’ The registered manager and staff team were confident in their approaches to ensure the person was always at the centre of their care and support.

There were opportunities to participate in a wide range of activities within the home, these took place both inside and outside of the home.

People’s needs were detailed in their care and support plans; this process was robust. Staff had access to people’s records on the electronic care planning system and the documents were person centred. People’s choice and control underpinned the providers policies and procedures. The provider had oversight with a dedicated member of the team who was responsible for activity and occupation. Activities and events within the home were developed from the needs and wishes of people.

People and their relatives told us staff were there when they needed them and communication with the home was effective.

Staff had received a variety of care and support based training; they were clear in the expectations of the registered manager and provider. The registered manager told us, “My team are everything, we all work together for the residents.”

We observed staff to be attentive to people when they needed them, for example, when people requested to move around the home.

Staff told us they were supported by a range of benefits and avenues for support. Wellbeing was a focus for the provider and the registered manager. Staff told us they were supported.

The provider had various staff recognition schemes, within the home and across the providers locations. The registered manager told us this had triggered some healthy competition between homes. Access to mental health support and self-guided tools to promote staff wellbeing were available for staff.