Broadacres 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 inspection of a newly registered provider. 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 supported by staff who understood their needs and respected their preferences. People’s bedrooms were personalised and people had access to their possessions. However, care plans could be improved to reflect how people liked to receive their support. The management team had previously identified this and were in the process of reviewing care plans.

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. There was evidence of staff working alongside healthcare professionals to achieve safe and effective care and support. Staff communicated well with external healthcare professionals and followed their guidance. However, documentation could be improved to reflect this. The management team were aware of this and were in the process of addressing it.

The provider supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs. Notice boards and information stands sited throughout the home, provided information to people and were available in easy-to-read formats. For example, we saw information relating to safeguarding, complaints, equality and diversity, and falls prevention. People also had access to a service user guide which provided people with relevant information about the service.

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 provider had a complaints procedure which was displayed throughout the home. The management team took appropriate action to address any concerns raised and where practices could be improved, a lessons learnt exercise was carried out to identify changes needed to practice. In addition to formal complaints, the management team captured and responded to informal feedback and low-level concerns raised. The management team encouraged people to raise concerns early through open conversations, and daily interactions. One relative said, “If I have any questions or worries I can go to [members of the management team]. [Manager] is brilliant, but they [staff and management team] are all exceptionally good in my opinion.”

The provider made sure that people could access the care, support and treatment they needed when they needed it. Dementia friendly signage was available to help people to navigate around the home. Information such as menus were provided both in written and picture format. People could access outside space; however, some work on the grounds was required to improve these areas. The management team had identified this and was in the process of improving the garden areas.

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. Staff had received training about equality, diversity and human rights and understood the importance of recognising and respecting people's diverse backgrounds, identities, and life experiences, ensuring care was delivered without discrimination. Assessments and care plans identified people's cultural, religious, communication, and health needs, which enabled staff to provide care that reflected individual preferences.

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. Care plans captured people’s end of life wishes and gave specific details about funeral arrangements and religious and cultural needs. The management team worked alongside the hospice team to ensure people were comfortable and had access to the support they required.