Aspect 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 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 79 (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 involved in their care. Weekly wellbeing discussions enabled people to have conversations about the care and support they received and discuss any changes they wished to make.

Healthcare professionals told us staff had a good understanding of peoples’ individual needs and added, “They absolutely work in a person-centred way”

Care plans were personalised, reflecting preferences, needs, and what was important to people.

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 received support from a consistent staff team who knew people well. One staff member told us, "The residents notice when you're not here."

The provider had a system where staff from other homes under the same provider could pick up overtime to eliminate the need for agency staff and ensure continuity of care.

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

One relative told us, "They [staff] make sure I have all the information I need."

The registered manager explained staff were able to offer support with understanding information and could describe the steps that would be taken should anyone need information in a different format.

Posters providing guidance and information for residents were displayed throughout the home. These covered a variety of topics, which ranged from awareness of heat-related illness symptoms, to details about the upcoming residents’ meeting.

The provider was exceptional at enabling people to share feedback and ideas, or raise complaints about their care, treatment and support. Staff always involved people in decisions about their care and told them what had changed as a result.

People had various opportunities to share their feedback, including weekly wellbeing meetings, monthly residents’ meetings, questionnaires, and a suggestion box located in reception. The weekly wellbeing meetings provided a valuable opportunity for individuals to speak with their keyworker. The deputy manager told us, “They sit with a coffee and chat about their week. If they have any complaints, they can raise them. The sessions are held away from other residents.” One person told us, “Staff say that I can talk to them.”

People were supported to complete questionnaires should they require assistance and the responses were analysed with the information used to make improvements. Learning was shared across the team so positive changes could benefit everyone.

People were asked for and gave their feedback and ideas. This included activities, holidays, and the weekly menu, as evidenced in residents’ meetings minutes.

People and relatives knew how to complain should they wish to. Information on how to make a complaint was available via information displayed in the building and in service users’ guides. A relative told us, "I've never had to make a complaint but if I did, I would just talk to the managers. I've got a good rapport with them."

During our inspection we observed people appeared entirely comfortable engaging with staff and leaders.

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

Staff regularly liaised with health professionals on people’s behalf. They supported people to travel to and attend appointments, and referrals were made where appropriate. They also worked alongside the community mental health team to support residents.

Adjustments were made to the home where needed. For example, the installation of a wet room and grab rails were put in place for a previous resident whose mobility had declined.

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.

Policies were in place and aligned with current best practice guidance on equality and discrimination. Staff had received equality and diversity training to ensure they were able to apply these principles consistently in their work.

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 service did not specialise in or offer end of life care. However, people were asked about their end of life wishes. Where people had chosen to share this information, it was detailed in care records. The registered manager explained how they broached the topic sensitively as well as working in a person-centred way and knowing when it was not appropriate to discuss.