Harwood Court 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 service under the new provider. This key question has been rated good. This meant people’s needs were met through good organisation and delivery.

This service scored 82 (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 was exceptional at making 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.

Managers always made sure there were enough well-trained staff on every shift, staff had enough time to help people and meet their needs. By having enough staff on each floor care and safety was maintained at a high standard. For example, 1 person who was partially sighted had a robust care plan with clear support needs. Staff were available, when required, to support with those needs. Staff worked closely with a person who had had a recent wound on their foot. Collaborative working between district nurses, the care team and the podiatrist had ensured timely treatment ensured this was healing. Care records also had details of nutrition and hydration needs that had been considered to aid with weight gain and the healing process. Feedback from people was that staff worked well together and they were always around when needed. One person told us, “I nearly slipped because of the grip on my new slippers, but staff were straight there to help me." Another person said, “They help me put my socks on (which is important to me) and I never feel rushed.”

‘A resident of the day’, for each floor, was implemented. This allowed for all documentation for those people to be thoroughly reviewed and updated. Members from each team, for example, kitchen staff, maintenance, care team and activities team would meet with the person and review needs and requests. The registered manager would then review the comprehensive checklist at the end of the day to ensure that a holistic approach had been followed, completed and actions noted. The manager would then meet with each ‘resident of the day’ to ensure they were happy with their care and the day’s reviews.

We saw each bedroom was personalised to reflect the individual’s preferences, whether they preferred bright decoration or a simpler environment.

Relatives told us that they were kept up to date with news and updates about their relatives. They told us they could speak with staff or the registered manager whenever they needed to and the management team were always approachable and listened to them.

The registered manager and staff 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.

Staff received person-centred care training, and their induction process ensured they were given clear guidance on how to support people and recognise changes to their needs. People had access to community health practitioners, such as, GPs, district nurses, podiatrists and other professionals when needed. Appointments and visits were documented in care records, as were changes to needs or treatment. The registered manager worked closely with the advanced nurse practitioner from the GP surgery on care planning and future planning, and with the pharmacist to ensure regular medication reviews.

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

Staff understood each person’s communication needs and used this knowledge to provide personalised support. Communication care plans had been developed with people and clearly recorded their identified needs, desired outcomes and how staff should achieve them. Care records were accurate, up to date and reflected each person’s preferred way of communicating. The environment was also thoughtfully adapted giving people the information to help them remain independent and find their way around the home. For example, one person had a personalised coloured surround on their bedroom door, which helped them identify their room quickly. Clear signage, information displayed in different formats and themed pictures of familiar local landmarks further supported people’s orientation, memory and understanding.

One staff member told us, “Some people are hard of hearing, we write things down so they can see it. Making eye contact is important, even if that means coming down to someone’s level and making sure the environment is not loud. We also use therapeutic touch to communicate along with the eye contact.”

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 were encouraged to maintain relationships with family even when they lived further away by using online facilities. There was also the use of a phone in the home for residents to keep in touch with their family and friends.

When changes happened, staff made sure people were part of the decisions about their care and explained what was different afterwards. Being open and respectful helped people feel in control and independent, which made them feel happier.

One person spoke extremely positively about the regular trips staff supported him to make into the community, particularly to his local working men’s club. The registered manager explained that staff were rostered specifically to accompany him on these outings while he used his mobility scooter. Other people sometimes joined the trips, which increased opportunities for social interaction. This example showed how staff worked closely with the person to understand what mattered to him and enabled him to maintain valued links within his local community.

The provider and registered manager regularly reviewed and updated their service improvement plans which demonstrated how they steered improvements. This ensured the service remained responsive, person-centred and forward thinking. When complaints were received the provider had a fair and robust process to investigate impartially, provide clear outcomes and detailed actions of any change in approach. There was a strong sense of responsibility, where everyone was keen to keep learning and improving.

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

Staff fully understood the importance of ensuring people had access to the right health and social care services and helped them to do this through collaboratively well planned and documented care.

The premises were accessible and adapted to meet people’s different abilities and needs. This included suitable signage to support people living with dementia and personalised mobility aids. People living in all areas of the home were regularly encouraged and supported to use the outdoor space. Those who chose not to, or were unable to access it, could still enjoy views of the garden.

There was a robust on-call process in place and staff knew who to contact for support outside normal hours. They understood what to do in an emergency and spoke positively about how quickly the leadership team responded when they contacted them.

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 home had a very welcoming and inclusive atmosphere, which was reflected in the way staff supported people. Staff worked hard to ensure people living at the home felt included and had positive experiences. Meals were prepared and offered in ways that respected people’s different ethical and personal needs and preferences.

Care plans showed that the provider had considered people’s protected characteristics and made reasonable adjustments to promote equitable experiences. For example, additional lighting had been installed in the bedrooms of people with visual impairments, and furniture had been positioned to support people with mobility needs.

A hairdressing salon was available on site, with a hairdresser visiting each week. Everyone living at the home could make an appointment. A podiatrist also visited the service.

People and their relatives told us that preferences about the gender of staff providing personal support were listened to and accommodated.

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

Staff received appropriate training and guidance to support people through important life changes and at the end of their lives. Because staff knew people exceptionally well, sensitive discussions took place with dignity and respect, and each person’s wishes were clearly recorded in their care plan. When a person was unable to make a decision, or their circumstances changed, family members or advocates were involved appropriately. Detailed care plans gave staff clear guidance about how to provide compassionate, personalised support when it was needed. For example, we saw a care plan that included funeral arrangements, family whom the person wished to be involved, dietary choices and day to day planning arrangements.

Chaplaincy support was available to everyone living at the home and their families. When requested, the chaplain could conduct funerals and provide sensitive support and a listening ear during periods of palliative care. Families could also use a dedicated room to stay overnight or spend private time together in a dignified and respectful environment.

One person had passed away the day before our inspection visit. On arrival, we saw a remembrance photograph, a lit candle and carefully chosen words that showed compassion and respect at a difficult time. Another person had passed shortly before our visit. Throughout the inspection, the whole staff team remained professional and compassionate, while being mindful of the impact on other people living at the home. When funeral directors attended, staff ensured the arrangements were managed discreetly and with dignity, minimising any impact on others. The chaplain also visited and led a reflective worship session on each floor, giving people an opportunity for remembrance and support.