Allendale Residential Home Limited

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 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.

Care plans and risk assessments reflected peoples’ physical, mental, emotional and social needs. Staff told us these plans were easy to follow and gave them the information they needed to provide individual care. We observed staff delivering care in line with these plans.

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.

Staff and managers worked collaboratively and openly with families, professionals and other agencies to support coordinated care. People experienced continuity of care from a stable and experienced staff team who knew them well and had developed trusting relationships. This approach supported effective communication with professionals and families and ensured care was delivered safely and in a coordinated way.

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

People had communication care plans that outlined any difficulties with hearing or speech and described how staff should communicate effectively with them. These plans ensured staff understood people’s communication needs and shared information in ways they could understand. For example, staff used flash cards for one person when required and used accessible forms to gather the views of people who needed this.

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.

Managers and staff were visible and accessible to people, families and staff. People, families and staff told us they felt listened to and understood how to raise concerns. Families praised the service’s communication and told us they were listened to.

The service held residents’ meetings and used surveys to gather feedback. The home no longer held family meetings due to low attendance and instead shared information through a private social media platform. The provider told us this approach had improved communication, enabled the sharing of ideas and increased feedback.

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

Managers and staff recognised barriers that could affect people’s care and support and demonstrated strong leadership to ensure people received the services they needed. We observed staff arranging appointments, agreeing travel plans and facilitating regular visits from professionals. These actions improved outcomes and supported a better quality of life for people.

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.

The service complied with equality and human rights requirements by avoiding discrimination, considering the needs of people with protected characteristics and making reasonable adjustments where needed. Managers advocated for people to ensure their views and wishes were understood. We observed respectful professional challenge from staff to ensure people’s voices were heard.

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.

Where appropriate, staff discussed people’s end of life wishes with them or their family members and recorded these in care plans. Staff held these conversations at appropriate times to ensure sensitivity. The service held the Six Steps to Success Award, a nationally recognised end of life care training programme, which supported staff to provide effective end of life care. Managers and staff worked closely with health professionals to ensure people received timely support when needed.

A family member kindly shared their experience. They said, “As soon as it was evident that (relative) was now nearing the end, (registered manager) was on the phone with the GP sorting end of life care and impressing upon them that hospital was to be avoided at all costs (as per my relatives wishes)…It was a difficult time for us all, but they handled it with dignity and compassion.”