Village Green Care 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.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 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 management team and staff 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 their needs. Although care plans did not always contain enough individualised information, staff knowledge helped bridge this gap. This ensured people continued to receive personalised support. The provider recognised care plans were lengthy and that additional short profiles would help staff access key information more easily. At the time of the assessment, they had not yet developed these profiles.

The Registered Manager had started to introduce systems to capture staff knowledge about people's needs, preferences and personal histories. They planned to use this information to improve care planning and strengthen person-centred records.

People and, where appropriate, their relatives took part in planning care and support. A relative said “I have been involved with [relative's] care plan and had a review.” Staff listened to people's views and involved them in decisions about their care. People told us staff respected their choices and preferences.

Staff knew people well and understood their needs, preferences and routines. We observed very positive interactions and saw staff adapt their approach to meet people's individual needs. Staff responded appropriately when people's needs changed and involved relatives and professionals where required.

Staff supported people to make informed decisions and take an active role in their care. They used communication methods that met people's individual needs and helped them understand information.

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. Staff understood people's needs and tailored support accordingly. They worked closely with relatives, and professionals to provide joined-up care. People told us staff worked well with others involved in their lives.

The Registered Manager promoted continuity of care through the use of regular staff. This helped ensure people received consistent support from staff who knew them well. Staff identified changes in people's needs and sought additional support when required. The management team monitored care delivery and maintained oversight of funded support to ensure people received the services they required.

The provider supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs. Staff provided information in ways people could understand. Care plans included people's communication needs and preferred communication methods. Staff used this information to support involvement, choice and decision-making.

People and, where appropriate, their relatives had access to clear information about the service. Staff supported people to understand information and make informed choices.

The provider followed the Accessible Information Standard. Staff adapted their approach to meet individual needs and support continuity of care. Staff stored personal information securely and shared information appropriately.

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 knew how to raise concerns and felt comfortable sharing their views. Staff encouraged feedback and supported people to raise complaints when needed. People told us staff listened and took concerns seriously.

The Registered Manager recorded, investigated and responded to complaints appropriately. They kept people informed of outcomes and used feedback to improve the service. The Registered Manager reviewed complaints for themes and monitored actions taken.

People had opportunities to influence service development through meetings, surveys and daily conversations. The service had appointed a resident ambassador to ensure people living at the service had a spokesperson who could raise issues on their behalf if they wished. The person gave us several examples of issues they had raised that had resulted in positive changes at the home. Records showed the Registered Manager acted on suggestions and shared improvements made as a result. A relative said, “My [relative] loves Ovaltine, so they went and bought [them] some to have of an evening. They take note of what you tell them there.”

People also took part in staff recruitment and helped assess whether candidates reflected the values of the service.

Staff viewed feedback and complaints as opportunities to learn and improve. They shared learning across the service to improve people's experiences and outcomes.

The provider made sure people could access the care, support and treatment they needed when they needed it. Staff understood people's individual needs and made reasonable adjustments to help them access services. Care plans included information about communication, mobility and support needs. However, they would have benefited from more personalised information.

Staff supported people to attend healthcare appointments and access community services. They responded flexibly when people's needs changed and arranged additional support when required. People and relatives told us the service responded reliably and in a timely way.

Staff understood people's communication needs and adapted their approach to promote inclusion and equal access. They used aids, adaptations and equipment to support people's safety, independence and wellbeing.

The provider maintained systems to support access to care outside normal hours. Staff understood emergency and on-call arrangements and knew how to access support when needed. Records showed the provider monitored access to services and responded when concerns were identified.

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. Staff understood people's individual needs and took steps to reduce barriers to care and support. They made reasonable adjustments to meet people's communication, cultural and support needs. This helped people take part in decisions and access opportunities available to them.

People told us staff treated them fairly and with respect. There was no evidence of discrimination. Staff promoted equality, respected people's rights and challenged barriers that could affect their wellbeing or experiences. The registered manager showed a deep commitment to raising awareness of the signs of loneliness and the risks associated with it. They encouraged staff to recognise the difference between people who may prefer a more solitary lifestyle and people who were isolated and just needed different support to join in with others. The Registered Manager encouraged people to share their views and experiences. They used feedback to identify barriers and improve support.

Staff understood their responsibilities under equality and human rights legislation. They advocated for people when needed and worked with professionals to help ensure people received fair access to care, support and services.

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, and where appropriate their relatives, discussed what mattered to them and how they wanted staff to support them. They involved relevant professionals when additional support or advice was needed. Staff supported discussions about future care sensitively and respected people's right to change their views.

Where people had expressed end of life wishes, staff recorded and shared this information appropriately. Care records included advance decisions, DNACPR arrangements and other preferences where applicable. Staff worked with people, relatives and professionals to ensure care reflected people's choices, dignity and wellbeing.