Charnwood 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.

At our last assessment we rated this key question inadequate. At this assessment the rating has changed to good. This meant people’s needs were met through good organisation and delivery.

This service scored 71 (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. Staff knew people well and understood person-centred care. Staff recognised the importance of getting to know each person’s needs to ensure they were able to respond to any changes in their needs. Care plans were detailed and people’s whole self were reflected in their care plans. Care plans reflected people’s individual needs, life history and religious beliefs. The deputy manager explained people’s communication needs were fully assessed to ensure staff communicated effectively with all people. People told us, staff supported them to express their views. A person said, “They help me decide on things, but it’s always up to me what I do.” A wide variety of activities were on offer to ensure all people were offered social enrichment. A relative of person living with dementia told us, “They’ll always try and involve my [relative], I like the way they’re flexible on the daily plans.” A dedicated activity team were available 7 days a week to ensure staff were able to spend meaningful time with every person.

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. The registered manager discussed partnership working with the local GP to ensure people had positive outcomes. We reviewed feedback from a partner who described the staff teams as receptive to feedback and eager to learn. Staff told us they ensured a detailed handover took place at the start of each shift to ensure all key information was handed over to oncoming staff team. Staff told us they knew what support people needed as detailed care plans were in place. Staff said they built up good professional relationships with people and other professionals to provide a good continuity of care. Staff told us they had excellent clinical support from the registered manager, clinical lead, deputy manager and all the registered nurses to ensure any nursing needs were met in a timely manner.

The provider supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs. People’s communication needs were clearly documented in care records and interventions implemented as needed. For example, the deputy manager had developed communication cards for a person who was unable to communicate verbally. This was an individualised person-centred approach to care. Throughout the home we observed easy read documentation and pictorial signs in appropriate places.

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. People and their relatives were able to provide feedback on their care, through regular care plan reviews, some people chose to be involved with these reviews’ others did not, staff respected this choice. With people’s consent we viewed people’s bedrooms. We found most to be personalised with people’s own belongings and equipment needed to meet people’s individual needs. People and their relatives were supported to raise concerns, complaints and compliments. Complaints were responded to in line with providers own policy. Where people required support to share feedback they were supported to engage advocacy services. Residents’ and relatives meetings were held regularly to support people to be actively involved in shaping the service.

The provider made sure that people could access the care, support and treatment they needed when they needed it. Records we reviewed demonstrated timely referrals to health and social care professionals were made when needed. For example, a person who required support from the specialist dementia team, had a referral made without delay. This demonstrated staff were responsive to people’s changing needs. Staff spoke confidently about supporting people to spend time doing things they enjoyed. Staff understood the positive impact spending time doing things people enjoyed had on their overall health and well-being.

Staff and leaders actively listened to information about people who were most likely to experience inequality in experience or outcomes and tailored their care, support and treatment in response to this. People were supported to maintain their independence and make their wishes known. Some people chose to spend their time in their bedrooms with their door closed, staff respected people choices and knocked and waited for consent before entering. People were supported to spend time doing activities of their choosing, this included social and religious interests. People enjoyed spending time in the local community with support from staff. People told us, “We have someone who comes in to do karaoke. We go to the local pub for a meal too. A vicar comes in as well.” The provider recognised the importance of social engagement and supported people to maintain their hobbies.

People were supported to plan for important life changes, however further work was required in developing end of life care plans. Whilst care plans relating to end of life care were in place, these were inconsistent. Some were detailed whereas others were not. For example, an end of life care plan detailed a person’s clinical needs but did not include any spiritual or emotional needs. Ensuring detailed end of life care plans are in place allows people and their relatives enough time to make informed decisions. Staff received training in end of life care and spoke passionately about the care they provided.