Appletree 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 service met people’s needs. 

At our last inspection we rated this key question good. At this inspection the rating has remained good. This meant people’s needs were met through good organisation and delivery.

This service scored 71 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

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 people’s needs. The ethos of the organisation promoted a person-centred culture where people were at the heart of the service and staff were committed to ensuring they received the very best possible support in a caring and nurturing environment. Staff were knowledgeable about each person and could describe their needs. A staff member commented, “Carers will speak up for residents if they think something is not right.” Relatives’ comments included, “Staff know [Name]’s likes and dislikes”, “Staff coax [Name], they try to encourage them” and “[Name]’s friends ring and the staff bring the phone to them.”

Staff at the service understood the diverse health and care needs of people and their local communities, so care was joined-up, flexible and supported choice and continuity. Information was available and shared between services as needed to ensure people's care and treatment needs could be assessed and met. There was strong communication and liaison with other agencies involved in providing support to a people, to ensure there was joined up and seamless care. A professional commented, “I have never had any issues with referrals made and gaining information and making appointments to see my clients.”

The service advertised that it could supply appropriate, accurate and up-to-date information in formats that were tailored to individual needs. However, people did not always have information in formats to suit them, for example, pictorial menus or the activities programme. The registered manager told us this would be addressed. A person commented, “I cannot read the menu.”

The provider was good at enabling people to share feedback and ideas, or raise complaints about their care, treatment and support. Staff always involved people in decisions about their care and told them what had changed as a result. A person commented, “I make all my own choices.” People were encouraged and supported to get involved in the running of the service. Regular meetings took place with people to get their feedback. A staff member told us, “Residents meeting takes place 2 monthly, run by the activity coordinator, it is usually well attended. Examples of change as a result of their feedback included, curtains changed for a more modern look, menu changed as people had asked for cod to be added, bathroom upgrade and new garden furniture.”

Staff were good at ensuring people could access the care, support and treatment they needed when they needed it. People's care records showed they had access to care and support, and referrals were made for treatment promptly. Care records included information around people's sensory and communication needs. Staff advocated for people or secured advocates for them to ensure they received the treatment they needed. An on-call system was in place to provide advice and support to people and staff if needed. The registered manager commented, “I don’t get a lot of calls, it depends on the experience of the senior mostly for reassurance that they are making the right decision which they usually are.”

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. Care plans included information around people’s identity, things which were important to them, their wishes and relationships they wanted to maintain. The registered manager ensured peoples’ social and healthcare needs were fully considered and met.

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. Care plans that were in place contained people’s plans for the future. Information was available about people's religion and cultural preferences if this support was required.