Balmoral Rest 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.

The management team and staff made sure that people could access the care, support and treatment they needed when required. Staff understood the care needs of people and worked hard to ensure that problems faced by people were removed or mitigated against.

Our observations showed were aware of people’s needs and they said they were kept up to date if any changes happened by daily meetings and good communication with the management team.

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 told us they had access to health professionals such as dentists, nurses at the home provide nursing care. One person said if they told staff they were unwell, “They’d arrange for me to see a doctor straightaway.”

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

We observed staff promote positive interactions, they spoke with people using plain language, crouched so they were at the same eye level and gave people time to respond.People’s communication needs and preferences were recorded in care plans we looked at. We observed staff record daily events and securely store documentation after use.

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.

There was a complaints procedure which was accessible to people and those who were important to them. People said they knew how to make a complaint and would feel comfortable doing so without fear of reprisals and believed their concerns would be acted upon. One person commented, “I can speak to any of the staff really and to [deputy manager] and [registered manager]. No worries there.”

People said communication with staff and management was good. One person enjoyed the residents’ meetings saying, “It’s a way of keeping up to date.” A second person valued the residents’ meetings because, “Everybody can speak their minds and they {management] tweak things for us.”

The provider made sure that people could access the care, support and treatment they needed when they needed it. For example, referrals to specialist services such as advocates, district nurses and doctors were completed promptly where there was a need or a change in people’s needs.

The provider ensured people received support to access the care they needed. We observed a person was accompanied to a hospital appointment.

Staff had appropriate support for emergencies when out of hours. Management support was available outside of normal working hours or in an emergency.

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.

Staff had a good understanding of people and care records demonstrated people were able to access services when these were needed to meet their individual and unique needs.

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 people had shared their end of life wishes, these were documented and known by staff. This included funeral plans and DNACPRs. DNACPR stands for ‘Do not attempt cardiopulmonary resuscitation (CPR)’. It means that if a person has a cardiac arrest or dies suddenly, there will be guidance on what action should or shouldn’t be taken by a healthcare professional, including not performing CPR on the person.