Southcrest 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 requires improvement. At this assessment the rating has changed to 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.

There was a drive to provide person centred care, and this was evident in the care we observed.

The provider and registered manager understood the diverse health and care needs of people in the service and their local communities, so care was joined-up, flexible and supported choice and continuity. The service engaged with the local and wider community to promote integration and to learn and embed practice. The registered manager had worked with universities to align and improve care to best practice.

The provider supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs. We saw detailed communication in care plans that provided information not just on the method of communication but also positioning and things to be aware of. For example, for a person that used sign language and lip reading to understand people, detail was given to staff to where to place themselves and the importance of clarity in how they communicated. People were actively supported to understand and access information, and information was provided in formats that reflected their own communication needs.

The provider made it easy for people to share feedback and ideas, or raise complaints about their care, treatment and support. Staff tried to involve people in decisions about their care and told them what had changed as a result. Staff and management took time to include people in their care and to listen and act on ideas and feedback from them. The registered manager told us they purposefully did not do group family or resident meetings, preferring instead to engage on an individual basis with people, this resulted in everyone being given time to feedback.

The provider made sure that people could access the care, support and treatment they needed when they needed it. Staff and management focussed on removing barriers for people, we saw equipment and support to ensure people with impaired mobility were able to access opportunities on other floors of the service. The registered manager’s knowledge and documentation of people’s needs enabled staff to better understand and respond to people’s care and support needs.

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 provider actively sought ideas, materials and strategies to better improve the experiences of people living at the service.

People were supported with planning for important life changes, so they could have enough time to make informed decisions about their future, including at the end of their life. The registered manager provided information and support to people and their families in planning for the future. End of life wishes were discussed and where people had specific requests this was reflected and incorporated into their care.