Acacia Bank 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 Inadequate. At this assessment the rating has changed 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.

Care plans were detailed, specific, and person-centred. They captured people’s individual wishes, preferences, and needs clearly, providing staff with comprehensive information to enable them to deliver care in a way that respected people’s choices and upheld their dignity. Care plans included information about people’s daily routines, preferred communication methods, cultural and religious needs, and any specific support they required to maintain their health and wellbeing.

Plans were regularly reviewed and updated, including following any safety events, changes in people’s health, or after feedback from people, relatives, or healthcare professionals. This ensured that care records remained current and reflective of people’s evolving needs. Staff were familiar with people’s care plans and used the detailed guidance to provide personalised, responsive care.

As a result, staff were able to deliver care that was tailored to each individual, supporting them to achieve positive outcomes and maintain their independence wherever possible. People told us they felt listened to and well cared for, and staff could confidently describe people’s preferences and how they adapted their care to meet them.

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 received care that was well coordinated and met their individual needs. Care and support were delivered in a joined-up way, with clear communication and collaboration between staff, other healthcare professionals, and external services. This ensured people’s needs were understood and consistently met through a holistic approach.

There was evidence of ongoing engagement with local community groups to promote people’s inclusion and integration within the wider community. This not only supported people’s social wellbeing but also reflected the service’s understanding of the broader health and social care needs of those living at the home.

People were supported to maintain connections with local organisations and benefit from opportunities to engage in meaningful community-based activities. This helped to reduce social isolation, promote independence, and enhance people’s quality of life. Staff recognised the value of these connections in supporting people’s emotional and mental wellbeing, as well as contributing positively to their overall health outcomes.

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

Information to support people in understanding their rights and how to raise concerns was readily available in a variety of accessible formats. This included guidance on safeguarding, how to make a complaint, and how to speak up if people felt unhappy or unsafe. These resources were designed to meet the diverse needs of people living at the service, taking into account differing levels of ability, literacy, and communication preferences. This helped to ensure that all individuals, regardless of background or capacity, were empowered to understand and exercise their rights.

People’s individual communication needs were clearly documented in their care plans. This included details of preferred methods of communication and any specific aids or adaptations required to support understanding. Staff were knowledgeable about people’s communication needs and used this information to ensure they provided effective and inclusive care.

Throughout the service, appropriate signage was in place to help people navigate the environment safely and independently. Signage was clear, well-positioned, and where necessary, adapted to meet the needs of those living with cognitive impairments or sensory disabilities. This supported people’s independence, dignity, and confidence in moving freely around 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 in decisions about their care and told them what had changed as a result.

Regular staff meetings were held to ensure staff had a platform to share their views, raise any concerns, and contribute ideas for improving the service. Staff told us they felt these meetings were constructive and provided an open and supportive environment where they were encouraged to contribute.

In addition to team meetings, staff received regular formal support sessions. These one-to-one sessions provided further opportunities for staff to discuss their performance, reflect on their practice, and share any concerns or suggestions for improvement. Staff told us they felt well supported and listened to by the leadership team.

Resident and relative meetings were also held regularly, creating a further opportunity for people using the service and their families to provide feedback, raise concerns, and share suggestions. Meeting minutes showed that discussions were open and transparent, and that feedback from people was valued and considered by the leadership team.

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

The service was fully accessible to people, and they were supported to make full use of all areas of the home, including the cinema, café, lounges, and garden. This ensured people could enjoy a variety of spaces to support both their wellbeing and their independence. The environment had been designed in a way that promoted freedom of movement and choice, with no unnecessary restrictions placed on people’s access to communal areas.

People had access to staff support 24 hours a day through the use of call bells in their bedrooms and other areas of the home. Additionally, sensor mats were in place where appropriate to alert staff when people needed assistance, particularly at night. We observed staff responding promptly to these alerts, helping to maintain people’s safety and dignity.

Records confirmed that people also had access to external healthcare professionals when required, both during the day and overnight. This included prompt referrals to GPs, district nurses, and access to paramedics, particularly following falls or changes in health. Staff were proactive in seeking medical advice and support to ensure people’s needs were met in a timely and appropriate manner.

These systems helped ensure people felt safe, supported, and reassured, knowing that help was always available when needed.

Staff and leaders actively listened to information about people who were most likely to experience inequality in experience or outcomes and tailored their care, support and treatment in response to this.

People experienced care that was inclusive and respectful of their individual identities, regardless of their protected characteristics. Staff promoted a culture of equality and treated everyone with dignity and respect. Care was delivered in a way that recognised and celebrated people’s differences, ensuring that everyone had equal access to opportunities, support, and facilities offered within the service.

Care plans were detailed and demonstrated the service’s proactive approach to supporting people’s individuality and identity. For example, care plans included specific guidance under the gender section, which acknowledged and respected the rights of transgender people to live in accordance with their identity. This showed the service’s readiness and commitment to providing sensitive, person-centred care that upheld people’s rights and choices, should a transgender person come to live at the service.

People, relatives, and staff told us they had not experienced or witnessed any form of discrimination within the service. Everyone we spoke with felt the culture of the service was open, welcoming, and inclusive. This created an environment where people felt safe, respected, and able to express themselves freely without fear of judgement.

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.

At the time of the assessment, no one was receiving end-of-life care or nearing the end of life. However, care plans for end-of-life care were available and prepared to be implemented as needed, ensuring that personalised support could be provided when required.

The service had sourced training for staff on end-of-life care to ensure the team were equipped with the necessary knowledge and skills to deliver compassionate, sensitive, and appropriate support in these circumstances.

This demonstrated the provider’s commitment to being prepared to meet people’s needs across all stages of life, including end-of-life care.