Kingsthorpe Grange

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 requires improvement. At this assessment the rating has changed to 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 was given at regular times and where changes were needed to accommodate people’s changing needs, staff worked together to meet their needs. A relative told us, “Activities wise, they try to bring things to into [my relative’s] room. They have a person who comes in and plays guitar. [Their] door is always open so [they] can see the [staff] and [they] have that lovely view of the garden.” Another relative told us, “[Staff] do try to involve [my relative].”

People’s care plans contained information about people’s choices and preferences and informed staff how to meet all aspects of their care needs.

We observed staff providing a personalised response to people, calling them by their preferred name and using known interests as the basis for conversations.

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 told us they were referred to relevant health and social care professionals when required. One person told us that they had regular access to their GP and to a respiratory nurse.

Staff told us, and we observed, how they referred people for health and social care provision.

Staff could contact the GP surgery at any time if they had any concerns or questions, alongside weekly calls or visits. When additional input from other health professionals such as the speech and language therapist (SALT), or the older people’s mental health team was required, staff were able to ask the GP for referrals to be made.

We saw records in place where people were reviewed by health professionals and staff followed the advice given. Staff understood people’s cultural needs; for example, people were supported with their faith and guidance was in care plans to support staff to observe cultural needs and wishes.

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

People’s communication methods were outlined within their care plans to enable them to receive care and treatment which worked for them.

Staff told us how they tried to overcome communication barriers at the service. One staff member told us, “For one person [English is not their first language], we have communication cards for them to help them. And when they go into hospital or for a health appointment, we send a staff member who can speak their language to support them.”

Another staff member told us, “One person has difficulty speaking clearly following [an injury]. To support their communication needs, I use simple language, speak slowly, and give them plenty of time to respond.”

People’s communication plans included how they liked to receive their information. For example, in large print, through a third party or by audio.

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.

People and relatives told us they felt able to raise concerns with staff and the provider was responsive to feedback. A relative told us, “If I've had concerns I've approached the staff and manager about them a couple of times. They do try to sort things. I’m happy with [my relative’s] care, they have been here over a year, and the staff will always have a quick chat with me.” Another relative told us, “I have no complaints. The staff are caring and the manager has been really helpful.”

There was a complaints policy, and complaints received were responded to appropriately and used to improve and develop the service. We saw compliments cards and letters from relatives that had been sent to staff.

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

We saw how the management team worked with external professionals to help ensure people received the relevant health and social care support they required.

The building was secure and accessible; people had freedom to walk throughout the building and to leave independently where they were able to.

People’s care plans showed people’s mobility needs were considered when choosing which bedroom they should have.

There was a secure garden which people accessed, during our inspection visit people told us they enjoyed using the garden warmer weather.

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.

People living with dementia or long-term health conditions that required staff to administer their medicines at set times were allocated specific timeslots to ensure they received their care in a timely way.

Staff had received equality and diversity training and understood the importance of ensuring people were not subject to inequality or discrimination due to their age or health needs.

Staff advocated for people when liaising with health and social care services to ensure their views and needs were listened to.

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.

The provider supported people to transition from the service. They worked alongside the provider’s specialist services or other providers to ensure a smooth transition.

Although there was nobody at the service receiving end of life care, care plans showed that people and those important to them were given opportunities to discuss their preferences and wishes.

Staff told us external healthcare professionals supported them to look after people at the end of their lives. Staff liaised with other professionals to ensure anticipatory medicines were in place when required.