Finborough Court

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 Good. At this assessment the rating has remained 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.

We observed that staff took time to engage with people, and care did not feel task‑focused; instead, people were supported to understand their care options and were encouraged and enabled to make choices about how their support was provided. For example, people told us staff asked them how they wanted their care delivered and respected their preferences, such as choosing when to get up, what to wear, and how support was given. One person said, “I choose my clothes, staff come at 7:30am, I go to bed at 8pm at night, this is what I want. I decide where I sit. I like it here in [reception area] or in the lounge.”

The senior staff team worked closely with people when their needs changed, which included reviewing people’s care arrangements and considering the most appropriate support options available to them. People were involved in care planning as much as possible, and staff made reasonable adjustments to facilitate meaningful engagement, including involving those close to them when appropriate. One relative told us, “The care plan is regularly updated. On each occasion it is given to me to read, discuss as necessary and sign as our [family member] does not have the capacity to do this.”

People’s care plans were current and reflected changing needs, preferences and routines. Staff used care plans as a guide for daily care delivery, ensuring support aligned with people’s wishes. We discussed with the registered manager where some records could be enhanced further to consistently reflect people’s mental, emotional and social needs alongside the tasks being provided to promote and embed personalised, responsive care. They were receptive to our feedback and advised that further training and support for staff would be implemented.

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’s care and support was tailored to meet their needs, helping to ensure they received fair, inclusive and person‑centred care.

The registered manager and staff team worked openly and collaboratively with others involved in people’s care, including families, volunteers and external professionals, to deliver joined up care. Where people received support from more than one service, information was shared appropriately to promote continuity. Staff were able to identify when there were gaps in care or when people may be eligible for additional support and took appropriate action to address this.

Finborough Court benefited from a consistent staff team, which supported responsive care provision and continuity. Many staff had worked at the service for several years and developed a strong understanding of people’s needs and preferences which fostered positive relationships with people and their families. One person told us they had been supported by the same staff for a long period of time, which had helped them adjust to living in a care home. They said, “I was apprehensive at first moving in, was a big step but been the best decision I have made. The carers have been fantastic and helped me to settle in and create a home from home. Absolutely no regrets”

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

People’s care records outlined their individual communication needs and highlighted any adjustments staff needed to make, such as for hearing loss or visual impairment.

People and relatives confirmed that communication with the registered manager and staff team was effective and they received all the information needed to support them as partners in their care. One relative told us, “If there is any change to my [relative’s] care plan, or they have any treatment coming up. I am informed.”

Information was shared with other professionals when needed to ensure people received continuity of care and any changes in people’s health and wellbeing could be acted on in a timely manner.

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 and relatives told us they knew how to raise any issues and felt confident contacting the registered manager or speaking with staff if needed. A relative told us, “The senior carers are very accessible. I often call in on the office when I visit, and my emails are responded to promptly.” Another relative said, “The management of the home are very approachable and communication is excellent. Senior carers are very approachable and keep us informed of anything we need to know. We receive regular news of events, practical matters like lost property and general news about Finborough Court and the residents.”

The registered manager and staff listened to people’s views and involved them in decisions about their care. Feedback about people’s experience of living in Finborough Court was actively sought through resident and relative meetings, surveys, care plan reviews, a You Said, We Did,’ notice board and were used to improve outcomes for people and develop the service. One person told us how differences of opinions were respected by staff, “At the [resident] meeting, the recent one they [staff] appreciate we are all different and we are listened to.”

The provider made sure people could access the care, support and treatment when they needed it. The registered manager and staff team understood and recorded people’s individual backgrounds, needs and characteristics and ensured care was accessible, timely and in line with recommended best practice, quality standards and legal requirements.

Staff adapted their approach depending on cultural, physical or emotional needs and ensured people had fair access to activities, healthcare and community engagement reducing the risk of inequality and ensuring people’s diverse needs were met.

People’s records were regularly reviewed to identify and adapt to any changes needed. This helped ensure care, support and treatment was appropriate and responsive.

Reasonable adjustments were made to remove barriers and promote equal access to care. For example, where people needed additional support to keep them safe with their mobility and specialist equipment was needed, prompt referrals were made to external professionals to facilitate this.

The provider’s policies supported access to the service. Visiting was unrestricted, and relatives spoke positively about feeling welcome, being included and listened to and included and having quality time with their family member. One relative told us, “I can visit and spend valuable time with [family member] in a relaxed and joyful environment, definitely a home from home. I hope this [feedback] expresses our delight with the care, staff and environment at Finborough Court; it is exceptional.”

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.

Care planning supported equity by reflecting people’s individual needs, identity and what mattered to them. People’s care records included information about their protected characteristics and how this informed care delivery. This ensured support was tailored and helped people experience consistent and personalised care.

Staff received equality and diversity training and demonstrated a clear understanding of people’s rights to be treated equally and fairly. They were confident in meeting people’s equality‑related needs and understood the impact inequality could have on people’s experiences and outcomes. Policies and procedures were in place to promote equity, equality and diversity, and feedback and observations showed staff had put this learning into practice.

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.

The registered manager and staff shared examples of how they had previously supported people in line with their expressed wishes and preferences as they approached the end of their lives. This included working closely with other services and sharing relevant information to ensure continuity and dignity. People approaching the end of life were identified appropriately, and their wishes were communicated with staff and healthcare professionals.

A relative shared how the staff had, “Wrapped their arms around us as a family, were there for all of us in our hour of need, took care of everything so we could spend quality time with [family member]. Another relative shared a similar experience and told us, “My [family member] passed away last year and the care shown to them and [the family] was outstanding. They were days when we were kindly given meals, sandwiches and drinks as we sat with [family member] in their final week.”

People’s records included information about Do Not Attempt Cardiopulmonary Resuscitation (DNACPR) decisions where applicable, however there was inconsistencies in some care plans recording personalised arrangements for future care, including end‑of‑life planning. Some records we reviewed contained information about people’s wishes, preferences and values, ensuring care would be delivered in a meaningful and respectful way. Some were limited in detail. The registered manager advised that this was an area the provider had identified that needed further development and they were implementing a change to their electronic system to enable staff to capture clear and personalised arrangements for future care, including end‑of‑life planning.