Lepton Heights Health Care Limited Also known as Exemplar Health Care

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.

This is the first assessment for this newly registered service. This key question has been rated 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 choicesand they decided, in partnership with people, how to respond to any relevant changes in people’s needs.

Care was planned and delivered with a person-centred approach. Care plans clearly reflected the involvement of the person or, where appropriate, their family. Staff knew people well which meant particularly where communication was difficult for the person, they were able to anticipate their needs and support them in a way that met their preferences. ‘Know me better’ meetings were being scheduled to give people opportunity to let staff know if there was anything that could be changed to improve person-centred care.

Environmental adaptations such as choice of mood lighting and music in the bathroom helped to make bathing an individualised, relaxing and enjoyable experience. The manager had planned other environmental changes that would support a person-centred approach.

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.

Systems were in place to support continuity of care. 'Get to know me meetings' were planned for people new to the service to help staff understand how they could support continuity of care and help the person integrate into their new home. In addition to local health care providers, staff sought out local services where they felt people might benefit from their involvement. An example of this was a support group for men.

The manager was looking to establish links with local clubs and voluntary groups that people might benefit from.

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

Helpful information about the service including what to do if there was a problem and how to speak up was readily available throughout the home for people, relatives and staff to access. People were offered a copy of their care plan and the manager confirmed care plans and other information could be provided in formats suited to people’s needs.

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.

Information boards around the entrance to the home included advice for people, relatives and staff on how they could give feedback about the service, what to do if they had a complaint or concerns and what had been done in response to feedback given. A member of staff told us they had used the ‘Got a concern, give me a call’ initiative to contact the regional director of operations and had been very pleased with the outcome.

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

People did not experience any barriers or inequalities to services that would provide care, treatment and support. One person told us, “Every obstacle we’ve had has been overcome efficiently and effectively”.

The manager was getting to know the local area and planned to approach, for example, local hairdressing salons to support people to access these services safely and in a way that met their 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.

Staff understood that people with complex needs could face discrimination and difficulties in accessing services. The manager was looking at ways to support people overcome barriers and had already set up an account with a local taxi firm to support people getting out an about. One person told us, “Everyone gets treated for their own, I do feel people are treated fairly here”.

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 wishes for the future were supported wherever possible. For example, staff had supported one person to make life changes which had resulted in them leaving residential care and living an almost independent life.

End of life plans were in place detailing people’s DNAR status and outlining the care they would need to make sure their comfort and dignity is maintained. Who to liaise with to make sure people’s wishes were followed was clearly detailed.