Pottles 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 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 82 (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.

The service made sure people were at the centre of their care and support. Staff knew people well, including their histories, strengths, interests and what mattered most to them, and used this knowledge to plan day-to-day support. Detailed care plans contain clear guidance about routines, communication and interests. Visitors confirmed they and their relative were involved in the creation of the care plan. We observed a handover and heard relevant information being shared about individuals.

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.

People benefited from a regular, stable staff team who knew them well. This help ensured people received continuity in their care. Relatives told us staff made referrals to health and social care professionals when required.The registered manager ensured continuity of care by sending information with them if they were admitted to hospital.

People’s care, including their health, emotional and social needs, were recognised as equally important showing a holistic approach. Staff worked with community health and social care professionals, to assess needs and review support, for example around swallowing risks, progressive illnesses and medicines. The registered manager explained how both a dentist and optician visited the home to help people access community resources.

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

The new nominated individual was in the process of reviewing the information available to people and their families when they moved to the home to be in line with the Accessible Information Standard (AIS). Their previous experience made them confident in introducing alternative communication formats to Pottles Court.

Work was also in progress to ensure the menu was more accessible to people living at the service so they could make meaningful choices. This meant people would feel more in control of their mealtime experience.

People’s communication needs and preferences were assessed and clearly recorded. Staff understood how people who used few words, or expressed themselves through actions, showed whether they were, for example, content, upset or in pain. We also saw staff interpreting people’s moods and changing their approach to reduce conflict between people living at the service.

The provider made it easy for people to share feedback and ideas, or raise complaints about their care, treatment and support. Staff involved people and their families in decisions about their care.

Relatives said they worked together with staff to achieve the best outcomes for the person living at the home. Surveys for people and families helped the provider to check people’s experiences and identify areas for improvement. However, there had been gaps in this process which was being addressed.

There was a clear complaints process which had been adapted by the new director of operations to make it more accessible to people and their families. The ethos of the staff group was to value the feedback of people and their families to enhance their commitment to a person centred approach. The feedback from and the work of a group of relatives was valued and appreciated by the staff group. For example, working in the garden, fundraising and decorating a corridor in the home.

Staff generally used gentle prompts and open questions to help people decide what they wanted to do, rather than telling them, and adapting their approach for each person. For example, picking up on cues from people who were restless. This meant they walked alongside them or assisted them to find the toilet rather than telling a person to sit down in case they fell. This was an example of a ‘working with’ people culture rather than a ‘doing to’ people culture.

The provider was exceptional at ensuring people could access the care, support and treatment they needed when they needed it.

There was a strong focus on ensuring everybody had access to interests or social events that benefited their well-being. This started when people first moved to the home when a document called ‘This is Me’ was completed to capture their interests and life experiences. Staff also recognised families needed support, including understanding the impact of dementia which could include emotional and educational support.

The companion support worker told us about their role and the programme they put together based on the social needs of people living with dementia. This was then reviewed by the registered manager and sent out to families. There was a strong recognition of how social events had to be adapted to meet the needs of everyone living at the home.

Staff catered for a wide range of interests, including day trips either in groups or individually. One person was described as blossoming when there was a church event, when normally they could be quiet and more of an observer. Others participated in a book group, with books of their choice, and there was also flower arranging.

A relative commented in a survey, ‘The entire Pottles Court team go above and beyond to ensure Dad’s care is comfortable and dignified…already part of the family.’ Investment continued in regular external support, including a skilled person who discussed social history with people, including bringing in objects to spark conversation and reminiscence.

Relatives said the summer fete was a popular social event. Staff volunteered to accompany people who did not have family or friends present; they did not wear their uniform to make it more of a social event. Staff recognised the importance of ensuring everyone felt included. Staff showed sensitivity to annual events such as Valentine’s Day, celebrating the love of family and friends not just partners and spouses. There was also a recognition of Pride events with a theme of no matter who you love they should be valued and recognised.

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 service promoted fair experiences and outcomes for people, including those with complex needs, so they could enjoy a good quality of life. Staff explained how they tailored their approach to meet people’s individual preferences. For example, one person chose to stay in bed until later in the morning. Staff were able to explain how their routine was based on their previous occupation, which was reflected in their care plan.

People’s plans focused on what they wanted to do and how they could be as independent as possible, for example supporting weight loss, managing long‑term conditions, building confidence and maintaining relationships. Outcomes were monitored through monthly reviews, satisfaction surveys and provider audits, and any gaps in experience or progress were added to the service improvement plan.

People were given exceptional support to plan for important life changes, so they could make informed decisions about their future, including at the end of their life.

People said staff showed, “Care, kindness and compassion” and “Care, kindness and attention…especially at the end of her life.” A health professional said they witnessed “Very good caring interaction by staff to residents.”

While we were at the service during our assessment, we met a visitor who was there to thank the registered manager and staff for the care they had provided for their relative. They said, “You really have been everything for our mum” and “You have been her friends, carers, helped her through some difficult times and shared some funny moments.” The registered manager said it was sad not only to lose the person but also their family, who were part of the Pottles Court community.

Dignity provided the foundation of end of life care. Conversations with staff showed their compassion and commitment to making people’s end of life as comfortable and dignified as possible. Staff explained how they took time to make the person’s bedroom a calm environment with low level lighting, photos important to the person close by and messages displayed on the wall in the person’s eyeline telling them they were loved. Some people did not like silence, so staff created a playlist of their favourite tracks.

The registered manager and the head of care shared the responsibility of sitting with the person near the end of their life if their family or friends could not be present. They explained how they saw this as a privilege. After the person’s death, staff took time to respectfully follow the wishes of the person or their family in relation to the clothing people wished to be dressed in. Staff also attended people’s funerals to show their respect for the person and their family. The registered manager ensured there was time for a moment of reflection with staff to remember the person.

Care plans showed how people were involved in recording their views, including for end of life care and future wishes. Staff recognised people didn’t always want to consider their death with them or others. For example, one care record said, ‘(X) doesn’t talk about death and dying to us, but I know she talks to her family about it.’ However, their positive relationships with people’s families meant they could support them to respect the person’s wishes.