Long Eaton View 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. This is the first assessment for this newly registered service. This key question has been rated 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 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.

All staff received a combination of online and face to face training about how to support people living with dementia effectively. This training was mandatory regardless of staff roles, meaning all staff had an understanding of how to work with people living with dementia and adapt their approach to meet their needs.

Care plans were written using positive, first person language which promoted the fact that the information was about people. One person’s care plan said, “I can make my own decisions, such as…” and then gave an example of a decision which the person frequently made for themselves. This gave staff information which helped them to provide person-centred support.

Staff and leaders knew people and understood their varying needs and wishes. This was evident in the way that staff and leaders communicated with people. For example, staff were observed supporting one person to stand using positive language. The person was able to stand independently, and staff did not physically support them to stand, but provided reassurance by staying within arm’s reach and offering words of encouragement. This showed that staff understood the person’s needs and provided the care that the person needed without going beyond what was necessary. This protected the person’s dignity and independence.

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 provider specialised in providing care to older adults and people living with dementia. This was reflected in the skills, experience and training of the staff and leaders, the policies and procedures, and the environment of the care home.

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

Themed information boards were available around the care home, with information aimed at increasing awareness of conditions such as dementia, end of life care and strokes. The information was presented in an accessible way using bold colours with simple headings in large lettering.

People’s bedrooms had their name and a picture of them on the door, which allowed people with a cognitive impairment different methods of identifying their room. Menus were on display on tables and on the wall so that people knew what meals were being served. Leaders advised us that they have flashcards available in foreign languages for people who do not speak English as a first language, and some members of staff who spoke different languages translated for people and their relatives when this was required.

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.

We observed a person who wanted to complain to staff about their meal and became distressed and anxious. Staff dealt with this in a calm, compassionate and professional manner, by kneeling down to speak to the person on their level and making eye contact. The staff member apologised that the meal was not to their liking and offered to arrange for them to speak with the kitchen staff directly. This helped to deescalate the confrontation and helped the person to feel listened to.

Some relatives we spoke to told us that they did not always feel that their complaints were dealt with promptly and to their satisfaction. Others told us that they had had no cause to make a complaint.

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

All staff completed equality, diversity and inclusion training, and training on mental health awareness, dementia, depression, Parkinson's disease and stroke awareness. This gave staff an awareness of a wide range of mental and physical health conditions which affected people using the service. This enabled staff to provide an equitable service to people living with a wide range of conditions.

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.

The provider’s policies and procedures referenced legislation such as the Equality Act 2010, Health and Social Care Act 2008, and Care Act 2014.

Care plans contained information about the conditions and disabilities that people lived with, and provided practical advice to staff about how people can be cared for in a way which allows them to live a fulfilled life. Care plans advised staff how to provide assistance to people with tasks they are unable to complete independently, whilst also ensuring that people were given autonomy over the decisions that they could make for themselves.

People were given exceptional support to plan for important life changes, so they could make informed decisions about their future, including at the end of their life.

Staff held meetings with people to discuss their wishes for the end of their life, which included decisions such as what treatment they would like to receive if they become severely unwell. Care plans contained Respect forms which detailed this information and could be shared with visiting professionals and the emergency services.

The provider held regular end of life meetings, where the care of people who were considered to be nearing end of life was discussed, with actions being identified in order to maintain quality care.

Relatives were offered a room to stay onsite when their loved ones were approaching the end of their life so that they could be close in their final hours.

Staff received mandatory end of life training which advised staff on how to treat the person and their relatives with compassion and dignity. In addition, some staff members were given training from a local funeral director. The training provided staff with protocols on how to care for the person approaching end of life, and how to communicate with family and other professionals involved in their care.

Staff and leaders completed an internal form which looked at the care provided during the end of people’s lives and analysed the care given. The provider also had a form in place for relatives to provide feedback on the quality of care given and any improvements that could be made.

The provider received an award from a local hospice “In recognition of outstanding dedication, and commitment to preserving dignity in end-of-life care”.

Leaders told us that when people passed away, their family were invited to arrange for the funeral cortege to drive past the care home, where balloons are released to commemorate the person’s life.

One piece of feedback received from a relative of a person who had passed away said ‘At the end of their life it was humbling that you all came in every day to say “Hello” and “Goodbye”’. And another relative said “Although [person] person was only with you for a short time, they felt safe, and when they were coming to the end of their long life, we saw the very best of human kindness and compassion”.