Sutherland Court

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 service met people’s needs. At the last inspection we rated this key question good. At this inspection the rating has remained good. This meant people’s needs were met through good organisation and delivery.

This service scored 71 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

Staff made sure people were at the centre of their care and treatment choices. Staff worked in partnership with people to respond to changes in their needs. Care records were written in a person-centred way and reflected people’s individual preferences, routines and communication needs. Staff knew people well and could describe how they adapted care to support people’s dignity, independence and emotional wellbeing. We observed staff interacting with people in a kind, respectful and unhurried manner.

Staff worked closely with GPs, district nurses, social workers and specialist services to ensure people received timely reviews and interventions. Visiting professionals spoke positively about communication with staff and their knowledge of people’s needs. Systems such as daily flash meetings supported continuity of care by sharing key information across teams. Relatives told us staff kept them informed about changes in people’s health and involved them in discussions about care and treatment. This helped families feel reassured and supported.

Staff were effective at developing appropriate, accurate and up-to-date information in formats that were tailored to individual needs. They followed the Accessible Information Standard and used a range of communication methods, including easy-read materials, large print, picture cards and translation tools. Staff described how they adapted communication to meet individual needs, including supporting people whose first language was not English or who had sensory impairments. However, the care records were not always clear about how or who would be able to provide information to people in their first language. The registered manager confirmed they would ensure the records included all relevant information, including how to contact translator services.

The service made it easy for people to share feedback and ideas, or raise complaints about their care, treatment and support. They involved people, as much as possible, in decisions about their care and told them what had changed as a result. People and relatives told us staff were approachable and responsive. They felt able to raise concerns and said these were usually listened to and addressed. Relatives described regular communication and said they were involved in discussions about changes to care and support. Staff feedback highlighted that suggestions for improvement were considered and acted upon. There was a strong culture of openness, and people described staff as approachable and responsive.

The service made sure that people could access the care, support and treatment they needed when they needed it. The management team understood the diverse needs of people and aimed to provide care, which is joined-up, flexible and supports choice and continuity. Staff understood the diverse needs of the people and worked flexibly to ensure everyone received appropriate support.

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 management team ensured peoples’ social and healthcare needs were fully considered and met. Staff training and policies supported inclusive practice and awareness of equality and human rights. People experienced improvements in wellbeing, including better engagement, reassurance and, for some, improved nutrition and weight.

People were supported to plan for important life changes, so they could have enough time to make informed decisions about their future, including planning for the future. Care planning included regular reviews and involvement of people, relatives and professionals. Staff described how they anticipated changes in health and worked with external services to plan appropriate support. End-of-life arrangements were handled sensitively, with practical and emotional support offered to families.