Hammerwich Hall 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 assessment for this provider at this service. This key question has been rated 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.

Leaders and staff knew people very well and demonstrated this through the way care was delivered. Staff were able to describe people’s individual needs, preferences, and routines, and gave clear examples of the specific actions they took to support each person in a personalised way.

Care records were clear, concise, and updated regularly. This ensured staff always had accurate information and could provide support in the most appropriate and responsive way as people’s needs changed. This approach helped maintain a strong focus on delivering person‑centred care.

People were asked about their life histories, interests and wishes, which meant activities could be tailored to what they enjoyed and found meaningful. This helped ensure the activity programme reflected people’s individual preferences.

There were a range of activities taking place across the home, offering people choice and variety. Where someone did not wish to join a group activity, the activity coordinator made sure they still had opportunities for engagement. For example, people were offered alternatives such as crosswords, puzzles or one‑to‑one time, ensuring everyone had access to meaningful occupation if they wanted it.

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.

Managers and staff worked effectively with other professionals to ensure people’s needs were met in a joined‑up and coordinated way.

Health and social care professionals were consulted as required and visited the service regularly. This meant people were seen in a timely manner, and any changes in their needs were identified and acted upon quickly. Professionals told us the service communicated well with them, which helped achieve the best possible outcomes for people.

A nurse said, “Staff know all the residents well, and now we visit so often, twice weekly, so do we. The GP visits if it is needed and sometimes the manager will call us even when we are not scheduled to visit if it is warranted.” This approach supported continuity of care and helped ensure people received consistent, well‑planned support.

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

People had access to their care plans as needed. People and their families spoke positively about the communication between themselves and the home, telling us they felt well‑informed and involved in decisions about care. A relative said, “I get all the information I even get calls to be updated before and after my visits.”

People were also able to use their own technology, such as mobile phones and iPads, which supported them to stay connected with others and access information independently.

Information was available in different formats when required. The manager understood their responsibilities under the Accessible Information Standard (AIS). The AIS is a legal requirement for health and social care services to identify, record, share and meet people’s communication and information needs, particularly for individuals who are blind, deaf, have a learning disability, or have any condition that affects how they understand information. This ensured people received information in a way they could understand and use.

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 told us they felt listened to and said staff took time to understand their concerns or worries. They described staff as attentive and willing to spend meaningful time with them whenever possible. One person said, “They [Management] have resident’s meetings and family meetings too and they are good opportunity to discuss things. [Manager’s name] gets stuck in, puts an apron on and in my opinion does more than their duties which is great.”

People and their relatives also spoke positively about communication from the managers. They told us managers were visible around the home, approachable, and made a consistent effort to speak with people every day. This helped people feel confident they could raise anything at any time.

There were clear mechanisms in place for residents to share their thoughts and ideas about the service. In addition to individual reviews, resident and relative meetings were held regularly. People told us these meetings were valuable and meaningful. We reviewed records which demonstrated that management had listened to feedback and taken action in response.

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

People were able to access the care, support and treatment they needed when they needed it. People’s needs were thoroughly assessed so that any potential barriers to accessing care were identified early. Staff implemented reasonable adjustments or made alternative arrangements to ensure people were not disadvantaged. For example, 1[HP1][DH2] person told us how management and staff had gone out of their way to support them to spend time with their spouse in another care facility. They said, “Staff went out of their way to get me to them, and they have been here for me since and they really do understand me.”

Care plans included detailed information about people’s health conditions, diverse needs and protected characteristics. This helped ensure the home was an inclusive environment where people’s individual circumstances were recognised and respected.

The home was undergoing refurbishment to increase accessibility, including the development of additional ground‑floor rooms with en‑suite wet rooms. These improvements were designed to make the environment more accessible and better suited to people’s changing needs.

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.

Through thorough assessments and by taking the time to get to know people well, staff were able to understand individuals’ specific needs and wishes. This meant people received support that reflected their personal circumstances and ensured they experienced equitable care, regardless of their background or level of need.

Staff received mandatory training in equality and diversity, which helped them recognise and challenge discrimination and understand how to provide inclusive, person‑centred support. This contributed to people experiencing fair and consistent outcomes across the service.

This approach ensured people were treated as individuals, with equal access to opportunities, support and positive experiences.

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.

People were asked about their future wishes, including those relating to the end of their lives. Where people felt comfortable sharing this information, detailed plans were developed to ensure their preferences were understood and respected. For some people, discussions were held with families, or managers approached the topic more gently to ensure people felt safe and supported.

When people’s health needs deteriorated, timely support was sought from relevant professionals. Managers were also available to provide emotional support to both people and their relatives, helping them feel reassured and well‑supported during difficult times. A relative said, “Staff are always here for me and do make sure they tell me they are here for me as well as [relative’s name].”