Archived: Adelaide House Residential 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 of this key question, it was rated as good. At this assessment the rating has remained good. This meant people’s needs were met through good organisation and delivery.

This service scored 68 (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 gave us examples showing how they responded to people’s preferences and built trust with them. One staff member explained how important it was for some people to be cared for by a staff member of the same gender, as this encouraged people to ask for the intimate care they wanted. Staff knew how people liked their care to be provided and responded to this. This included assisting people, so their sensory and safety needs were met. One staff member commented, “A person centred way is always based on that person’s needs. Everybody is different and everyone likes things done differently and you need to concentrate on that 1 person.”

Care plans gave staff guidance on how people’s health conditions affected them and what staff needed to do to care for people. People’s care plans provided guidance to staff on how to reassure people if they were distressed. We saw staff took action to reassure people when they wanted this, and in the ways they preferred. For example, by talking with people, and comforting them. A relative whose family member could be anxious or agitated told us how the way staff supported the person had a positive impact on their wellbeing. They said, “[Name] likes it here - she loves it. She has dementia but she is very calm, and that is very important. She is safe and I am happy with them (staff).”

There were some shortfalls in the provider’s processes to ensure care was always joined up and flexible.

People were supported to obtain help from other health and social care professionals and referred to specialist health teams where appropriate. Their relatives were also involved in aspects of their family member’s care, where this had been agreed.

Staff knew they had to communicate key information to other healthcare professionals when people transferred across services. However, some processes were managed informally and whilst advice from other healthcare professionals was recorded, care plans had not always been promptly updated to reflect this advice. Whilst we did not identify any impact, this could potentially lead to inconsistencies in care.

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

Staff told us they did not currently support anyone with specific communication needs. However, activities information displayed did contain basic pictures/logos to provide information in an alternative format, to promote understanding. One staff member explained how they supported a person with sensory needs to choose from items they may wish to wear. The staff member said, “[Name] feels the fabric, and decides what they want to wear.” This person confirmed staff gave them choices in a way that enabled them to make their own decisions.

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.

Relatives told us they felt engaged and involved in planning their family member’s care. One relative told us, “The care plan is in the office, and we go through it regularly. I can raise any issues, so it is always evolving. They are very approachable.” Another relative commented, “I feel involved, they call me up to do reviews for example, on medication or any illness. They keep me informed and they try their hardest to get relatives involved.” A third relative said, “There is a care plan in place, and they keep me informed about what is going on.” One person told us, “If I do have any concerns, I feel happy to go to one of the staff to tell them about it.”

A senior member of staff explained the importance of good communication to ensure people’s views were heard and understood. They told us, “Every month we go through the care plans and update them, and we speak to the family members and ask them if they are happy with the care or if there is anything they would like to change or if they have any concerns.” Staff knew what action to take if anyone wished to raise any complaints or provide feedback on the care provided. One staff member said, “I would have to listen to them and then I would go and tell my manager.” Another staff member explained, “Communication is key, I would take it straight to the manager and record it as well.” Staff were confident if concerns were raised, they would be swiftly addressed by senior staff.

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

Healthcare professionals had regular weekly ward rounds at the home which meant people were able to access care, treatment and support when they needed to. Staff told us they knew people well. This meant they could recognise when people who were not able to verbally report discomfort or feeling unwell needed to be referred to external healthcare professionals. The registered manager told us, “We do their SATS (vital signs) so we have some background to tell the GP so we can help them rule out any infection and get medication quicker. We do it as soon as we identify they are feeling unwell.” One healthcare professional told us referrals were prompt and appropriate and commented, “It makes a difference when the carers are approachable, and you can ask them for things. I havent had a problem here.”

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.

There was evidence in care records of staff escalating concerns and “advocating” for people by making referrals to other health professionals. This helped to ensure people had the best possible outcomes. Managers and staff engaged with people and their relatives to understand their views and ensure their preferred outcomes were known.

People were not always 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 care plans included the Recommended Summary Plan for Emergency Care and Treatment form (ReSPECT). This plan provides clinicians with information about whether attempts at resuscitation should be undertaken for the person. We found further information in respect of any religious, cultural or personal wishes would ensure people spent their final days as they wished to. The registered manager said they did not have a separate end of life plan but would update the main care plan should people require end of life support.