Stoneleigh Residential Care Home Limited

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 79 (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 was exceptional at making 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. Personalised care was planned through discussions with people and their relatives, and considered people’s life histories, interests and needs. Care plans noted people’s preferences, who was important to them, people's participation in activities, their preferred routines including visits from friends or family, outings and the level of assistance required. Spirituality was well documented in care plans. Records showed several residents had previously been involved in local church activities and they described their involvement. A person said, “I am Catholic. My niece worked with the manager and organised that we have space to use as a church at the bottom of the garden."

People were involved in their care planning, a person told us, “Care plan was discussed in detail.” A relative told us, “Care Plan was done in our house originally, she was very involved and had a trial run in the care home.” Staff understood how to deliver person centred care, staff had received training in this area and told us how they put this into practice in their day-to-day work. One staff member told us, “All the information about people is in the care plan. We get to know what they like and how they like it done.

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.

The monthly newsletter advised people of upcoming activities they could attend and included photographs of people enjoying the previous month’s activities. A relative said, “They display upcoming activities on an information board and provide a newsletter and social media page for anyone who wants more details.” A person told us they could attend a monthly church service at the home. They went on to tell us that on Sunday mornings they can choose to watch songs of praise shown on the televisions in the lounges so people, who wanted, could watch. They said they appreciated this.

Managers and staff had built effective partnership working with external healthcare professionals so people could be confident of joined up care pathways. One healthcare professional told us, “They are quick to act on any instructions on how to support people. They contact us for advice if they are any changes.” A health and social care professional told us, “The registered manager works really well with [Name of local authority], not just our team.” Staff had direct contact with health professionals for non-emergency concerns. They explained that this system provides urgent advice during the week and sometimes at weekends. By bypassing delays associated with surgery phone lines, staff ensured timely intervention and continuity of care for residents.

The provider supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs.Staff created an atmosphere of openness and honesty, making sure people and their relatives had easy access to all the information they needed. People and their relatives could access care plans as and when required. Information about the service was provided to visitors through guided tours, opportunities to speak with staff and leaders, and a service handbook. People and their relatives were kept up to date when changes occurred. People and relatives were kept informed about upcoming events and when meetings were scheduled to take place. The monthly newsletter advised people about upcoming activities they could attend.

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’s views were sought using questionnaires, people we spoke with confirmed this. A person said, “We had a questionnaire round recently, but I didn’t do it”. Relatives told us, “The Manager is [Name of Manager] and [Name of owner] both are accessible and lovely, very well-run Home I feel, no complaints. Managers proactively sought feedback from people, their relatives and staff, using regular surveys, meetings and individual conversations. People told us they felt able to approach staff and managers at any time. A person told us, “If I wasn’t happy, I would talk to any member of staff or the manager when she comes for her round.” The registered manager listened to feedback. Examples included, a puzzle table, tube chairs and more trips to the park, extra exercises, and improving the garden furniture.

The provider made sure that people could access the care, support and treatment they needed when they needed it. Staff knew people well and understood their individual needs and aspirations. People’s human rights were protected and the provider had procedures in place regarding equality and diversity. People’s care plans included personal preferences and information about their cultural and religious needs.

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. Managers proactively sought feedback from people, their relatives and staff, using regular surveys, meetings and individual conversations. People told us they felt able to approach staff and managers at any time. One person said, “I would talk to the manager if I had concerns. I raised an issue about my trousers not coming back from laundry and they sorted it out”. Relatives confirmed management were available and responsive. A relative said “They [Manager, office staff and owner] are very accessible, friendly and very communicable, I can phone anytime, personable people. They promote trust and compassion."

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.

Relatives told us staff worked well with them to ensure people received the best possible care and achieved positive outcomes. One relative said, “This is a very well run home with approachable management. There is always someone in the office very accessible and friendly. I feel reassured, involved, and kept informed. Communication is good; there is a newsletter, and they phone me with any issues, like a fall. They call to inform you of everything.”

Staff treated people fairly, and relatives reported having no concerns about discrimination within the service. One relative explained, “Dad tends to dip in and out of the activities, gets tired easily with poor sight, will participate if he feels like it, staff do encourage him, and he does go out to the park.”. As a result, he was becoming less isolated

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. Staff had discussed end of life decisions with people, so they had the opportunity to make their choices known. Staff told us they had received training in palliative and end of life care.

The registered manager and staff demonstrated a strong commitment to providing high-quality care to people and their loved ones before and after death. To deepen their understanding of dignity in end-of-life care, staff visited an undertaker’s facility to learn how people are handled respectfully after death. This proactive approach ensured staff delivered compassionate, dignified care and supported families through sensitive times. It reflected a culture of continuous learning and respect for people’s wishes at the end of life.

People and their relatives were encouraged to discuss their wishes and preferences for the care they received at the end of their life. This included information about any religious or cultural beliefs and specific information about what was important to the person in their final days. The service worked with other healthcare professionals to ensure people had the medical interventions and anticipatory medicines in place to manage any discomfort or pain. This holistic approach ensured people experienced a dignified, pain-free end of life.