Haviland House

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. People’s care plans contained person-centred information and detailed what was important to them, staff used a ‘my life’ form which provided conversation prompts to learn more about people. Care and support was based upon people’s individuality and preferences. A staff member told us what person-centred care meant to them and said, “It means meeting people's needs in an individual way, seeing who they are as a person, not a resident living in a care home and seeing past the dementia. Every need is different, every individual is different and remembering the tiny details of a person is important.” Staff learned about people and celebrated their histories and heritage. For example, a person who was born overseas was able to continue to enjoy food from their country and staff had learned a few words in the person’s native language. Where some agency and supplementary staff were not able to read people’s full care plan, one page profiles were discreetly placed in people’s bedrooms so those staff had conversation prompts to engage with the 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. Staff worked closely with a range of other health and social care professionals. This included GPs, opticians, chiropodists, and dementia specialists. Staff supported people to outpatient clinics, a relative said, “If needed they take [person] to hospital appointments. [Person] was taken for a routine diabetes check by staff.” Records confirmed a range of professional advice was sought in relation to people’s changing needs. A visiting healthcare professional told us, “Using food first and asking the kitchen team to make more person-centered meals for those residents with dietary requirements like low body mass index, increased the MUST score (Malnutrition Universal Screening Tool is used to determine unwanted weight loss). This is an example of how the team are reducing their medication demands by using more appropriate and patient friendly alternatives to oral nutritional supplements.”

The provider supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs. The Accessible Information Standards (AIS) were met, documents were available in alternative formats. For example, menu choices were available in pictures so people could make informed decisions. A board was displayed in households to inform people which staff were working. Dementia friendly clocks were around the service to help people remain orientated to time. People’s communication needs were detailed in their care plans, a member of the management team showed us pictorial flash cards which were ready for anyone to use if they found it difficult to communicate their 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. The registered manager visited each household frequently throughout the day to remain visible and accessible to people whilst other members of the management regularly worked within the households. People and their relatives told us they were able to raise concerns and make suggestions. Staff gave daily feedback to the catering team and ongoing menus were designed from the feedback. A person told us, “We are asked our opinions, I feel it is a good place to be. We are really lucky to have the choice.” A relative commented, “The only complaint was about clothes going missing or not hung up properly. I was listened to and apologised to and it was sorted out.” The management team held a log of complaints and comments, each had been responded to, trends were analysed and added to the lessons learned register for ongoing learning.

The provider made sure that people could access the care, support and treatment they needed when they needed it. Health and social care professionals visited the service when people were unable to attend appointments. A healthcare professional told us, “The manager and care staff communicate very well if they have any concerns. They are also happy to work with me to look at alternatives to medication in the first instance.” The management team promoted a dementia friendly environment and made sure the service was accessible to people. Clear signage for communal spaces and bathrooms were in place, people’s bedroom doors had pictorial references of their interests which helped them find their rooms independently. The garden was signposted to help people decide which area they wanted to spend time in. A member of the management team told us how the café had been redecorated with calming colours as the previous brighter colours overstimulated some people.

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. People did not face discrimination within the service. People’s care records guided staff on how to support them in accordance with their wishes, abilities and protected characteristics. Staff respected people’s preferences. For example, a person was playing a game with a male staff member and expressed they needed to use the toilet. They previously requested females to support them with personal care, the male staff member knew this and quickly found appropriate staff to assist the person. Staff and managers spoke up for people who were at risk of barriers to care and engaged with healthcare professionals to ensure they were receiving the right support and treatment.

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 and their relatives were involved with discussions about their future care. Staff utilised a ‘planning future care’ document to help sensitive conversations and capture people’s wishes. A relative told us, “Yes, they discussed with us and gave us a form to fill in. They know and we can change our mind anytime.” A staff member told us how a person’s wish had been holistically met as staff brought them a specific take away upon request. We saw compliments from relatives about how their loved one had been supported when at the end of their lives.