Humberston House Care 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.

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 79 (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. People received care tailored to their needs and preferences. Care plans recorded people’s cultural, religious and personal beliefs and people were supported to celebrate religious festivals and dates which were important to them. Staff provided people with diets in line with their beliefs and values.

The management team understood the diverse health and care needs of people and their local communities, so care was joined-up, flexible and supported choice and continuity. One person’s family told us how staff had worked with them to move their loved one into another community within the service as their needs had increased. The familiar environment, staff and access to their friends from their previous community had supported continuity of care and choice for the person.

The management supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs. Information was available in a variety of formats to meet people’s communication needs. A member of staff was fluent in Makaton which uses signs and symbols to aid communication for people and was able to use these skills to share information if needed. They were also using their skills to teach people and staff Makaton.

The management team 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. Residents’ and relatives’ meetings were advertised in the service and regularly held. One person had become the ‘Resident Ambassador’ who regularly talked to people about their experiences of the service and shared people’s experiences with the management team to allow issues to be addressed and positive work to continue.

Complaints were handled positively and the management team worked closely with people and their families to address complaints in line with their policy and procedure.

The management team made sure people could access the care, support and treatment they needed, when they needed it. Staff worked closely with a wide range of professionals and services. Staff understood and provided people with appropriate support to help them access services out of hours when needed. Most feedback from people’s relatives was positive about support with accessing services.

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 registered manager told us how people have had difficulty accessing a dentist. To help address this, the registered manager made arrangements for a dentist to visit the service and for everyone to have their teeth checked.

People were given first-rate support to plan for important life changes, so they could make informed decisions about their future, including at the end of their life.

Staff provided people with high-quality, end of life care tailored to people’s preferences and wishes. End of life care plans were person-led and tailored to the individual. The management team had sought advice from the local hospice to improve how they gathered information about people’s beliefs, values and wishes for their care at the end of their lives.

Staff knew people well and worked closely with healthcare professionals when people’s needs changed at the end of their lives to ensure people remained pain-free and comfortable. Staff ensured there was someone always present for people at the end of their lives.

The provider had received positive feedback from people’s relatives following care provided at the end of people’s lives. Comments included, "The young carer that came in and cared for [Person’s name] in their final hours did a fantastic job" and “I will never forget what you and the night staff did for [Person’s name] the night they died and [Registered Manager] what you did was above the call of duty and I will never forget that, thank you.”

Respect for people continued after they had passed away. Staff washed, dressed and placed a rose on people’s chests as a sign of respect after their deaths. On people’s final journey from the service, staff lined up to pay their respects and to acknowledge their departure.