Victoria Court Private Rest Home

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.

This is the first assessment for this service under a new provider. This key question has been rated 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 cared about and promoted the wellbeing of their staff, and supported and enabled staff to always deliver person-centred care. Staff told us they felt they had a good staff team and that there was enough of them working each shift. Staff were supported with regular breaks and rest periods from work. Staff told us they felt supported by the registered manager and provider. There were regular staff meetings and supervisions to discuss any issues or the running of the service. The registered manager told us they believed if staff were happy, they could provide good care to people.

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. Healthcare professionals told us the service worked cohesively with them to meet people’s needs. The registered manager worked with commissioners and other stakeholders to ensure people received continuity of care whilst living at the service.

The provider supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs. People’s communication needs were assessed and understood by staff so that communication could be shared effectively with them. Care plans were tailored to meet people individual communication needs and staff were provided with the tools they needed to communicate effectively.

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. Where people raised complaints, these were taken seriously and investigated without negative repercussions to people. The provider had a complaints policy to follow and any learning from complaints was shared and implemented at the service. People told us if they had any complaints, they felt confident to raise these with the registered manager or care workers involved in their care.

The provider made sure that people could access the care, support and treatment they needed when they needed it. The registered manager supported people to access the services they needed to meet their care needs. This included supporting access to the GP team, district nurses, palliative care teams and speech and language therapist.

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 registered manager and staff supported people to have equity in access to care to promote positive outcomes for them.

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 had ‘do not attempt cardiopulmonary resuscitation (DNACPR) order’ in place, their care plans informed staff or other professionals where it was kept in the event of a medical emergency.

Where needed people were supported by the palliative care team at the end of their lives. Care plans detailed actions people would like staff to follow at the end of their life; however we found some of these would benefit from more detailed descriptions to ensure they had everything they wished for at this time.