Keate House Residential 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 outstanding. At this assessment the rating has changed to 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 were involved in developing their care and support plans wherever possible. People’s needs, choices and preferences were identified and recorded in their plans of care.The provider used a pre-admission needs assessment which captured information about people’s preferences, family background, social interests and preferred routines. This information was used to support a person-centred approach from the point of admission.

Care and treatment were reviewed regularly to ensure any changes required were made in a timely way.

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.

People had access and were supported to attend appointments with other services when required, such as GPs and hospitals.

The provider enjoyed a good working relationship with the Community Matron who visited the home bi-monthly. Due to their knowledge of people’s health care needs, these visits often prevented people being admitted to hospital unnecessarily.

The provider ensured people were supported by familiar staff during hospital admissions where appropriate. Staff also used Hospital Passports to share important information about people's health needs, preferences and communication requirements with healthcare professionals, supporting continuity of care between services.

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

Information was provided to people in a way which they understood. For people who required it, an advocate was used to help support people to understand information about their care and to help them express their views and wishes.

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 knew how to give feedback about their care and support and could do so in a range of ways, such as feedback questionaries and resident meetings. Relatives were also encouraged to provide their feedback. One relative told us, “We get questionnaires for feedback. But I am all happy with the care here - staff are so very good.”

We reviewed a sample of feedback questionnaires. People and their relatives were consistently positive about the care and support received.

People and their relatives were not only provided with opportunities to give feedback but were consulted and involved in decisions that influenced activities, communal spaces and aspects of service development.

Although people told us they had no cause to complain, they felt confident that if they ever needed to do so, their concerns would be taken seriously and responded to. One person told us, “I would speak to the staff.’ A relative confirmed, “If I had any problems I can take it to the manager and know it would be resolved.”

Any complaints received were carefully analysed by the provider. The provider operated a transparent culture where concerns were welcomed and viewed as an opportunity to learn and further improve the standards of care and support.

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

People’s care records evidenced people accessed support from external professionals when required. Staff adapted their support accordingly when people’s needs had changed.

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.

Reasonable adjustments were made and action taken to remove barriers when people found it hard or challenging to use or access services. Where required, staff acted as an advocate to other health professionals for people who wanted additional support.

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.

There was a palliative care lead within the home who supported people, relatives and staff with increased awareness, sensitive conversations and forward planning.

The provider recognised good end of life care was about supporting families too. They introduced comfort hampers for overnight stays so relatives could remain with their loved one during the final days and matching crochet hearts. One heart remained with the person and one with the relative, relatives had expressed how much comfort this gave them as a symbol of love, connection and remembrance.

Planning for the future wasn’t only limited to decisions about end-of-life care, but to other significant life events. For example, people and their relatives were supported in the planning of meaningful celebrations and milestones, which provided opportunities for people to continue to create valued memories with their significant others.