Hunter's Lodge

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.

Throughout the inspection, person-centred care was observed; staff demonstrated a strong understanding of the people they supported, including their individual likes, dislikes and daily routines. People were actively involved in decisions about their day-to-day care, and staff were observed offering meaningful choices and responding to people’s preferences in practice.

Staff prepared breakfasts based on what each person chose on the day. This flexible and responsive approach supported people’s independence and ensured their wishes were respected.

Care was adaptable and responsive to changing circumstances. Staff adjusted support when individuals were unwell, distressed, or fatigued, and took appropriate action when needs changed, including consulting health professionals where necessary. This ensured care continued to meet people’s needs and supported their overall wellbeing.

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 experienced continuity of care on a day-to-day basis. Staff knew people well and provided consistent support across shifts, which helped maintain familiarity, stability and a sense of security for people living at the service. The constant team meant people were supported by familiar faces who understood their individual needs, preferences and routine, reducing anxiety and supporting positive outcomes.

Information about people’s needs were shared within the staff team. Records were updated following any changes in health or after any incidents, ensuring staff had access to current and relevant information. Handover and electronic records supported the timely flow of information across shifts.

The service worked collaboratively with a range of external professionals, which included general practitioners and psychologists. Advice and guidance was acted upon from professionals and reflected in people’s care plans, supporting ongoing care delivery and ensuring people’s changing health needs were responded to in a timely and appropriate way.

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

Staff communicated with people in ways that were accessible and meaningful to them, taking account of individual communication needs and preferences. People were supported through day-to-day interactions with staff who knew them well, enabling staff to explain care clearly, respond to questions and help people to understand their care and make informed decisions.

Where care decisions were more complex, information was shared with people and their representatives in a timely and appropriate way. This included keeping families and representatives informed of any changes in people’s health, ensuring they were involved in relevant discussions and decisions, supporting a transparent and inclusive approach in care. Most people we spoke to said they were kept up to date about their loved ones' health or care issues. One relative told us, “I am consulted with absolutely everything to do with my wife.”

Where people had specific communication needs, adapted approaches were used to support people. This included accessible formats, ensuring people were supported to engage with information. The registered manager demonstrated a good understanding of the Accessible Information Standard and how it applied to the people using the service, supporting the identification and recording of people’s individual communication needs to ensure information was provided in the most appropriate format for each person.

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’s views were gathered through regularly held residents’ meetings. These forums gave individuals the opportunity to share their opinions on how effectively the service met their needs and preferences. Feedback was used to identify where changes were needed to ensure care remained person-centred and responsive to people’s choices and requirements. Records from these meetings confirmed people were given opportunities to share their experiences of the service, as well as offer ideas, suggestions, and requests for improvement.

The provider enabled people, relatives, staff, visitors and external professionals to provide feedback on care through questionnaires. This gave people the opportunity to share their views and return it directly to the provider, who used the information to support improvements where required.

The complaints policy was accessible to people and visitors and was also included in the service user guide. A review of complaint records showed appropriate actions had been taken to investigate concerns, and outcomes were shared with the complainants in line with the provider’s policy.

We observed staff involving people in discussions and decisions about their day-to-day care. Staff demonstrated effective communication by engaging at eye level and taking an unhurried approach, ensuring they understood each person’s responses.

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

People were supported to access care and support in a way that met their individual needs. Staff adapted their approach to accommodate people with mobility needs, communication differences and complex health needs, reducing barriers and ensuring people could access the support they needed safely and effectively.

When people required additional support to access services, staff took timely and appropriate action, including seeking input and guidance from relevant health professionals and responding promptly to changes in people’s needs. Care delivery was flexible, ensuring people received the right support at the right time.

Staff were able to clearly describe how they supported people with differing needs and preferences, demonstrating a good understanding of individual circumstances. A relative told us, “What I admire about Hunter’s Lodge is residents can just be who they are, and staff deal with them all in a different way.” The management team supported people to access services, including health and social care for further assessments to ensure people received the care and support they needed.

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 received care that recognised and responded to their individual needs and circumstances. Staff adapted their approach to support people with cognitive impairments, communication needs and complex health conditions, ensuring people were able to access care and support in a way which was suited to and met their needs.

Care was reviewed and adjusted in response to changes in people’s health and well-being and staff took account of differing levels of need when providing support. This helped ensure people experienced consistent and equitable care, where individual differences did not result in poor outcomes.

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 end-of-life wishes were considered and planned for on an individual basis. Discussions about preferences and expectations took place at the pre-assessment stage with people and, where relevant, their families or representatives, ensuring wishes were captured early and sensitively.

We saw examples of Do Not Attempt Cardiopulmonary Resuscitation (DNACPR) and Recommended Summary Plan for Emergency Care and Treatment (ReSPECT) and Advanced Decisions. The registered manager had also undertaken additional training with a local hospice that provides specialist palliative care, further strengthening their knowledge and the service’s approach to supporting people through the end-of-life pathway.