Balmoral 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. At the last inspection we rated this key question requires improvement. At this inspection the rating has changed to good.This meant people’s needs were met through good organisation and delivery.

This service scored 71 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

Staff did not always ensure people were at the centre of their care and treatment and people did not consistently experience care that reflected their individual preferences, wishes and needs. The new manager had worked hard to improve staff knowledge of people's life histories, preferences and individual needs. Although improvements had been made, some care plans, risk assessments and associated records remained insufficiently detailed and did not always clearly explain how staff should support people as individuals. We found records were at different stages of development, with some containing good information and others continuing to lack sufficient personalised guidance. Staff, people and professionals consistently described significant improvements in how staff engaged with people and understood what mattered to them. Staff were able to describe people's preferences, routines, interests and personal histories, and we observed warm and respectful interactions throughout the assessment. The management team recognised further work was needed to ensure staff knowledge and understanding of people was consistently translated into complete and person-centred care documentation. People told us staff were kind, listened to them and generally supported them in the way they preferred.

Staff worked well with partners and other services to make sure people experienced joined-up care and support that met their needs. They worked closely with a wide range of healthcare professionals to ensure people's changing physical and mental health needs were responded to promptly. Visiting professionals told us communication had improved significantly. Professionals said staff sought advice when needed, provided information to support assessments and worked collaboratively to achieve positive outcomes for people.

The provider generally ensured people had access to information in ways they could understand and supported them to communicate their needs and preferences. They had systems in place to meet the Accessible Information Standard. Information could be provided in a range of formats, including large print and pictorial resources. Staff received guidance on supporting communication needs. Communication passports were developed where required to assist people, families and external professionals understand how best to communicate with individuals. People told us staff explained things clearly and helped them understand information about their care, activities and appointments. Relatives generally told us communication from the management team had improved and professionals described the service as responsive and engaged. The new manager promoted an open approach and people told us they could speak with them if they needed information or support.

The new manager always made it easy for people to share feedback and ideas, or raise complaints about their care, treatment and support. People told us the new manager was approachable, listened to their views and acted when concerns were raised. They described a noticeable difference since changes in leadership and said they felt more comfortable expressing their views and raising issues. The management team had introduced a range of opportunities for feedback and engagement. Resident meetings were held and one person had taken on the role of resident ambassador to gather and share the views of others. Relatives told us they felt more involved and generally felt kept informed about their family member's care and wellbeing. Staff also reported improvements in the culture within the service. They described feeling more confident to raise concerns, make suggestions and contribute to service improvement. Staff said the management team listened to their views and encouraged them to participate in developing the service.

The provider generally ensured people could access care, support and opportunities in a fair and equitable way. Staff understood the diverse needs of people living at the service and worked flexibly to support people with a range of physical health, mental health and dementia-related needs. The management team sought to make reasonable adjustments and remove barriers so people could access support, healthcare services and community opportunities. Staff now worked with advocacy services and relevant professionals where required, to support decision making and promote people's rights.

The provider generally promoted fair experiences and outcomes for people and took steps to reduce inequalities in care and support. The new manager had worked to improve staff culture, attitudes and engagement so people experienced more consistent and respectful care. Staff training and development supported equality, diversity and human rights principles, and staff demonstrated a better understanding of people's individual circumstances and backgrounds. People had opportunities to engage in activities, maintain community links and develop meaningful relationships. We observed staff supporting people in a respectful and compassionate manner and saw people receiving support that reflected their preferences and individual needs. Professionals described improvements in the environment, staff engagement and people's quality of life.

Staff supported people to plan for important life changes and future care needs. They recognised the importance of supporting people to make decisions about their future and maintain as much independence and control as possible. Care planning increasingly considered people's future wishes and changing needs, and staff worked proactively with healthcare professionals when additional support was required. Where people were approaching the end of their lives, plans were in place to help ensure their wishes were known and respected.