The Old Rectory

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’s care plans were detailed and provided a clear record of people’s support needs, including how to promote independence, safety, interests and hobbies. Staff involved people and their family members in reviewing and contributing to care plans, which they updated regularly or whenever needs changed.

There was a wide range of activities on offer, including outings into the community. On day 1 of the inspection some people enjoyed lunch out at the local community centre. This was a regular event, and people had built relationships with people in the community. Day trips were arranged based on people’s individual likes and dislikes including local community halls and garden centres.

However, 2 people did tell us they wished there was more to do. One person told us, “There could be more to do particularly on the music front. I like all the 60’s music.” Another person told us, “There’s not enough to do that I would enjoy, manly activities. I would like to do some weightlifting. Me and [Person’s name] would like things to do that challenge our brain. I would like to play chess.”

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.

Staff made sure people could access health and social care professionals when needed, helping provide timely and coordinated support. The provider had clear processes to ensure staff completed a thorough induction and received the necessary training for their roles. Health partners confirmed that staff worked well with them and there was a consistent staff team that knew people well. A visiting health professional told us, “Because the home is smaller, the staff know people well.”

A relative confirmed that the care their loved one was receiving was consistent. They told us, “The staff are always consistent in their approach and their care towards people. I’m very happy.”

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

People and their relatives were supplied with a welcome pack when they were first admitted into the service. The manager told us that this was available in an ‘easy read’ version specifically for people living with dementia.

We saw there was a menu board written clearly in the dining room and people who were unable to read this were offered small plates of both choices so they could visually make their choices.

There was also an activity board in the dining room outlining the week’s planned events so people could plan their week.

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.

On day 1 of the inspection there was a residents meeting held. The manager attended the meeting, so they could be involved and listen to people’s views. The manager updated people on the registered manager’s absence and informed them that they were managing in their absence and other updates on the home. Topics were covered such as the gardening club and what they had and had not been doing. Some people joined in and gave their opinion of events and outings.The cook joined the meeting so they could gain people’s views on the food and asked them for ideas for meals they may like for the menus.

Care was regularly reviewed and people and the relatives we spoke with told us they were asked their views on the quality of care they were receiving. One person told us, “They discuss our care plan with us to make sure it’s all up to date. We are included in those discussions.”

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

Everyone had access to services when they needed it. People had regular contact with a GP and health professionals when their physical or mental health care needs changed. People were supported to attend appointments and the management and staff made regular referrals to other agencies.

When necessary, the provider ensured that people had access to advocates who supported people with ensuring their voice was heard and that they were treated equally.

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.

The managers and staff supported people to be themselves and live according to their own preferences and values. People were encouraged to live their best lives, and staff worked closely with them to make this happen. People were helped to take part in activities they enjoyed and to achieve their personal goals through tailored support.

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’s records included information about Do Not Attempt Cardiopulmonary Resuscitation (DNACPR) decisions where appropriate. Some care plans also captured people’s wishes, preferences and values, helping ensure care was delivered in a meaningful and respectful way.

The manager had already identified opportunities to strengthen the consistency and detail of future care planning, including end‑of‑life care. The manager confirmed improvements were being made, including updates to the electronic system to support staff in recording clear, personalised arrangements for future care.