Cary Brook

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.

People were at the centre of their care and treatment choices and they decided, in partnership with others if appropriate, how to respond to any relevant changes in their needs.

People received good quality person-centred care which reflected their needs and preferences. One relative told us, “The staff are amazing. They know my [relative] really well, and what is going on. I completely trust the staff.” Person-centred care was emphasised in staff meetings and within training courses. Wherever possible, people were consulted about their care needs. Relatives were also involved in discussions if people needed support or lacked capacity.

Care plans included what was important to people and how they preferred to be supported. Health and social care professionals were involved appropriately, and advice was sought to ensure safe and effective care was planned for people.

Care plans were followed and reviewed regularly. Staff had easy access to people’s care plans using the electronic care planning system. A ‘resident of the day’ approach was used, to ensure each person received a focused, holistic care review on a rotating basis.

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’s identity, culture, and personal preferences were included as part of the assessment and care planning process. The registered manager said at each person’s next annual review they would try to obtain more information about people’s life history, experiences, and interests, adding to what they already had. This could help to better inform care planning and care delivery.

The provider also supported staff with diverse needs, encouraging them to be their authentic selves at work. For example, the staff multicultural event allowed everyone to come together to celebrate different cultures. This helped to create an inclusive environment where staff felt valued and confident, as well as strengthening relationships with people living at Cary Brook.

The management team supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs. Staff understood the importance of communicating with people in a person-centred way to ensure people’s needs were met.

Where people needed support with communication, this was recorded in their care plan, so staff knew how to communicate with them effectively. Information, such as people’s care plans, could be printed in large type to enable people with a sight impairment to see and read their plan.

Information sharing was managed well and helped to keep people and their family members informed and up to date. One relative said, “The communication is excellent. They [staff] will tell us what has been going on.”

People (and their family members) could see their individual care plan and other records the service kept about them, such as daily records on the providers electronic care system. Relatives particularly liked having access to their family member’s care records as this kept them up to date between visits. One relative told us, “We’ve been very happy with things so far and we have come in today to sign up so we can access the care portal to see the care plan which has been very easy. We have been delighted with things so far and see no reason for that to change.”
Staff told us communication throughout the team had improved, as some new meetings had been introduced. Relevant information was shared within the staff team through various meetings and handovers. These were primarily about people living at the home but also covered other topics which were important for staff to know. One staff member said, “Handover [meetings] happen every day, mornings, afternoons and in the night. Yes, I go to handover, it’s good to get information."

The management team made it easy for people to share feedback and ideas, or raise complaints about their care, treatment and support. Staff involved people and their relatives in decisions about care. Feedback from people about their care was taken seriously and acted upon.

Regular meetings were held with staff to discuss any changes in people’s needs and ensure everyone remained informed and consistent in their approach to care. Communication between management and staff was effective and well‑structured, meaning everyone understood their responsibilities and what was expected of them.

People/relatives told us they knew how to complain and felt able to raise any issues or concerns with the registered manager and staff. They were confident they could take any issues to the registered manager or the care supervisors, and they would be listened to and acted upon. We read complaint records which showed these had been taken seriously and investigated. Changes had been made where necessary.

The provider made sure that people could access the care, support and treatment they needed when they needed it. Managers and staff supported people to access health care services when they needed it, and this was recorded in their care records.

A GP from the local practice visited the home every week, ensuring people received prompt access to care, treatment, and support. The registered manager upheld people’s right to equal access to health and care services, regardless of their background.

The building had been designed and improved over time to ensure accessibility. Appropriate signage was displayed throughout the home to help people and their visitors to find their way around.

Staff and the management team 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 provider had procedures in place regarding equality and diversity. Staff had completed relevant training to help make sure they understood and reduce inequalities that may affect outcomes for the people they supported.

People received person-centred care which met their needs. Each person had a care plan which recorded the outcomes they wanted to achieve and contained information about how they wanted to be supported.

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’s care plans contained wishes and clinical recommendations about the care and treatment they would want in an emergency, including decisions about resuscitation. This ensured staff had the information they needed to ensure care remained aligned with each person’s values and choices.

The service recognised the need to be led by people's wishes when planning to provide end of life care. Sensitive conversations about end-of-life care were held, where appropriate, with people and their relatives. One person’s recent end of life care was provided in line with their religious beliefs, which were very important to them. Their relative had praised the quality and sensitivity of the care provided to their family member.