Horton Cross Nursing 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 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.

Staff worked in partnership with people and their families to ensure care reflected individual needs and preferences. Care plans were regularly reviewed and updated following changes in health or circumstances. People told us they felt listened to and respected. One relative said, “They know my mum very well and always ask what she wants.”

Life story work was underway, with over half of the ‘This is Me’ forms completed and displayed in people’s rooms, supporting personalised care planning. Staff demonstrated awareness of people’s cultural and social needs and adapted care accordingly.

People’s rooms were individualised as they chose and contained meaningful personal items that reflected their individual histories and preferences.

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.

Care was delivered in a coordinated way that promoted continuity and met people’s needs. Staff worked effectively with external professionals, including GPs, district nurses, and a paramedic who visited weekly to triage clinical needs. Relatives confirmed timely GP involvement: “They always let me know when the doctor is visiting.”

Pre-admission assessments for prospective new people were completed, and capacity was assessed before admission. Care plans were detailed and included clinical and personal information. Staff were clear about escalation processes and worked collaboratively with health partners to ensure timely interventions.

Daily flash meetings with heads of departments and structured handovers ensured staff were informed about changes in people’s needs. Under the new registered manager the use of agency staff had decreased, improving consistency of care.

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

People and relatives were kept informed about care and changes. The service used newsletters, notice boards, and electronic systems to share updates. Staff explained care they delivered clearly and sought consent before providing support.

Accessible information was available, including safeguarding leaflets in easy-read format. Staff understood GDPR (General Data Protection Regulation) and ensured personal data was stored securely.

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 were involved in decisions about care and the running of the home. Regular people and relatives’ meetings were held, and feedback was acted upon. For example, concerns about staff led to recruitment changes.

The introduction of resident ambassadors created a sense of inclusion and purpose. Surveys were conducted, and feedback was used to inform improvements, such as enhancing the dining experience and activity provision.

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

The home was accessible and made reasonable adjustments to meet individual needs. Keypads and alarms were installed for safety, and adaptations supported people with mobility needs.

Specialist diets were catered for, and menus were adapted for people with swallowing difficulties. Raised garden beds were being considered to improve access for wheelchair users.

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.

People experienced care that upheld dignity and human rights. Staff had completed equality and diversity training and demonstrated inclusive practice. People told us they felt respected and treated fairly.

The home promoted cultural and social inclusion through activities, celebrations, and religious observance. Feedback from families highlighted improvements in staff consistency and engagement.

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.

End-of-life care planning had improved at the home. Wishes were now discussed at admission, and care plans were being updated to include personal preferences. Staff had received training in end-of-life care and demonstrated compassionate practice, such as forming a guard of honour when a person passed away.

End-of-life care at Horton Cross was handled sensitively, with relatives saying, “The support and care mum received was fantastic. The support we received throughout mum’s final days was incredible.”

The home had contingency plans for emergencies and was proactive in monitoring environmental safety. Future refurbishment plans were in place, including bathroom upgrades and roof compartmentalisation for fire safety.