Primrose 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 service met people’s needs. At the last inspection 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 68 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

Although staff aimed to make sure people were at the centre of their care and treatment choices, the care records were written in a person-centred manner these, at times needed to be more detailed. The new management team had been working with staff to ensure the care plans always provided sufficient detail about how to deliver people’s care and support. They were also working with staff to ensure they accurately recorded people fluid intake and ensured people’s cleanliness and nail care were maintained.

Staff understood the diverse health and care needs of people and their local communities, so care was joined-up, flexible and supported choice and continuity. A relative said, “The staff are really nice, nothing to worry about, they are all pleasant and joke and carry on conversations with [person].” A person said, “[Staff member] has made a huge difference to us. They know me, I am 100% happy.”

Staff supplied appropriate, accurate and up-to-date information in a variety of formats that were tailored to individual needs. Care staff told us they had information about and understood people’s communication needs. We observed staff effectively supported people to fully express themselves.

Prior to the new management team coming into post staff had not always made it easy for people to share feedback and ideas, or raise complaints about their care, treatment and support. People and relatives found previous managers had not been approachable and did not properly deal with concerns they raised. A relative said, “The manager has changed 4 x since [person] has been there. There is no point in complaining because there is no consistency.” However they felt the deputy manager and staff now listened to them. A relative said, “I do go to deputy manager but the care home has had lots of changes – one manager came in and left on the spot, and one took staff with her. We never get any feedback from the home at all.” The new management team were taking action to resolve these issues and ensure there was consistency at the service, with the aim of supporting people to become confident that if they raised concerns these would be addressed.

Staff made sure that people could access the care, support and treatment they needed when they needed it. Discussions with staff showed they understood how to access specialist health or social care support people might need.

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. For example, staff completed training in equality and diversity to understand and reduce inequalities or prejudices that affected outcomes for people. The staff ensured peoples’ social and healthcare needs were considered and met.

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. Staff understood how to deliver end of their life and had completed a variety of training to ensure they had the skills needed to meet both the care of people nearing the end of their life and those with complex healthcare needs. The nurses were skilled at looking after people as they drew near to the end of their life. A staff member said, “We want people to get the best care possible.”