Lady Dane Farmhouse

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 changed to outstanding

This meant services were tailored to meet the needs of individuals and delivered to ensure flexibility, choice and continuity of care.

This service scored 89 (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 was exceptional at making 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. Staff knew people well and what was important to them, this enabled staff to deliver high quality care consistently. People’s rooms were decorated how they wanted and themed to their interests. People had ‘who am I’ areas in their rooms with photo boards for them to reflect. The home involved relatives, friends and community professionals in this to gather important memories and information. The registered manager told us it was important to know who people were and where they came from. Although people might not be able to communicate their needs verbally, people had specific communication care plans in place which detailed how they expressed their wishes and needs. Staff had in depth knowledge of how to communicate and support people.

The registered manager had introduced a graduation ceremony for people. People were supported to set goals for themselves, and staff supported them to work towards these goals throughout the year. Relatives and community health care professional were involved with setting achievable goals for people and worked together to support people to meet their goals. The registered manager gave us examples of how these goals were then achieved. For example, one person’s goal was to being able to communicate with staff when they were hungry or thirsty in a way in which they were able to. They achieved this goal with the support of staff and community professionals, and this has supported them with their confidence and independence.

The registered manager told us, “The completion and understanding of household chores such as cleaning their bedroom and washing their own clothing. Cooking and compiling a shopping list, purchasing items, preparing and cooking. Due to the skills learned [Name] is now ready to move into supported living accommodation. Whilst we are very sad and will miss [Name], we are so proud of their development and achievements and are confident they will do well.”

One relative told us, "Every January they have a graduation ceremony, they wear mortar boards and get presented with a book of achievement of everything they did in the last year, they are so thrilled with all the praise! The [registered manager] sets them a target.”

Another relative said, "They are really good, they are very patient, holistic and person centred. [The registered manager] has massively improved it, they keep me informed and updated, send photos and there is a system you can log on and see what care they have had and what they are doing." Relatives also told us, "You can turn up anytime you like and they are always welcoming."

The provider had an exceptional understanding of the diverse health and care needs of people and their local communities, so care was joined-up, flexible and supported choice and continuity.

There was excellent continuity of care, people received the right care and treatment when they needed it, and people were supported to access the community and attend appointments when needed. The management team developed creative approaches to help people feel comfortable and prepared for upcoming appointments. They had introduced easy read role play books, with descriptive pictures. This supported people in understanding what to expect at places such as the doctor or dentist. The home had introduced a Lady Dane mascot that people could take with them to appointments. For individuals who felt anxious, having a mascot and staff providing practise run throughs made the experience more familiar and reassuring. This creative approach significantly reduced anxiety levels meaning people were able to attend their appointments confidently.

Relatives also told us, "They have a next of kin meeting, every quarter. We discuss things like activities, improvements, fundraising, wish list, all sorts of things come out of it. For example, hospital check lists for staff to complete to make sure they have everything they need if going into hospital and emergency bag ready for them, so they have everything they need to make them comfortable there. We also arranged to get pictures of the staff on the wall, who is on duty. They are very responsive to any ideas we come up with. [The management team] attend the meeting, [registered manager] started it off but then moved to next of kin ownership."

Another relative told us, "A couple of times when [My relative] has been in hospital, they will stay with them. They went in an ambulance with them and stayed until I could get there."

The home had introduced an oral health champion to support people with maintaining their oral health care, this provided reassurance and consistency to people’s oral health care. People had reflexology in the sensory room, this created a calm environment with lavender scents, calming music and dimmed lights. This helped people to relax and unwind, supporting their overall well-being.

One community professional told us, "On rare occasions, if I ever have any concerns about a resident’s health, I have no hesitation in taking my concern to the lead or the manager and I can rely on them to act on any comments or recommendations I make."

People had regular observations and these were recorded within their care plans.

The provider supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs. We saw staff communicating effectively with people throughout the day in a way that suited each individual.

There were easy read notices displayed around the home. For example, for fire drills, how to raise concerns and minutes from recent meetings. There were notice boards around the home that displayed vibrant pictures of people enjoying activities and trips out. There was a service newsletter every quarter.

Relatives told us how the staff gave them regular updates. Relative’s comments included, “They are in touch with us all the time and we are involved in reviews by emails. We can’t visit very often but they constantly update us on progress", "The [management team] are very approachable as are the supervisors, anything troubling you, you just go and see them. You don’t have to make an appointment, and they want the feedback too which is nice." And "They inform us of everything."

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 attended regular resident meetings, and the minutes were displayed in easy read form in reception. Relatives were regularly involved in meetings and involved in fundraising for the home. The registered manager provided information for people in different languages if needed to provide relevant information and guidance.

One relative told us, "One time when I was on holiday and [My relative] was poorly, the manager sent a message daily to let me know how they were." Relatives also told us, "Families are invited to Sunday lunch on a fairly regular basis."

The provider made sure that people could access the care, support and treatment they needed when they needed it. People were supported to attend appointments and healthcare professionals visited the home to meet people’s health and care needs. People could access the internet when they wanted, and staff supported them to do this. People and relatives told us how they were supported to access the community when they wanted.

One relative told us, "They have their own vehicle there and they take them out in it."

Another relative told us, "They do go out, one of the nice things about the place, if they can’t go out, they bring people in, for example, guitar man, 2025 graduation ceremony, it is all inclusive."

Staff and leaders were innovative in how they listened to information about people who are most likely to experience inequality in experience or outcomes. The management team and staff at the home actively used this information to provide exceptionally tailored care, support and treatment in response to this. Staff and the management team understood the potential barriers people faced and worked hard to ensure everyone had equal opportunities. Some people’s complex needs could have been a potential barrier to achieving positive outcomes, but the home worked hard to find alternative options that were suitable and appropriate for them. For example, some people did not like attending shows and pantomimes, the home organised an online pantomime for people to watch in the comfort of the home and arranged snacks to ensure people still had a similar experience to go to watch a show. The home created a Christmas grotto for people to visit and enjoy. The registered manager told us they arranged activities around people's appointments so they never missed opportunities to do things that matter to them. This had a positive impact in ensuring people stayed connected, engaged and able to continue progressing towards their personal goals.

One relative told us, "They go out for hot chocolate, to the beach and walks, they have a graduation ceremony every year, entertainment at the BBQ and a fete."

The staff understood how it was important for some people living at the service to still be able to celebrate their feelings for each other and a room was made up for them to have a special meal together on Valentine’s Day. Some people attended a drama club and had parts in shows and were able to perform, this helped to build people’s confidence.

The home had appointed a resident representative to share feedback and suggestions on behalf of people living at the home, ensuring people’s voices were heard. People enjoyed this role and felt proud to represent others.

One community professional told us, "Residents who have interests and hobbies are supported and encouraged and I always feel that there is a very individual approach to each resident’s needs rather than a “one size fits all approach."

People were given exceptional support to plan for important life changes, so they could make informed decisions about their future, including at the end of their life. People were supported to make important decisions about their lives. For example, one person receiving end of life care was supported by their keyworker to plan their funeral ensuring it was personalised and arranged in a way that reflected what was important to them. Staff received specific end of life training with the hospice, to enable them to be able to support people with end-of-life care (EOL) and also to prepare staff for EOL care. The registered manager told us how they understood the emotional effects for a care worker and the support they might need following caring for someone on end of life support and wanted to ensure they were fully prepared and able to deliver high exemplary end of life care. For example this additional experience and skills gained for staff was enabling one staff member to be able to support someone to prepare for their end of life and ensure it was personalised and how they chose.

People had Recommended Summary Plan for Emergency Care and Treatment (RESPECT) forms in place, and the GP regularly reviewed this to ensure it was relevant and up to date.

A relative told us, "I feel confident they advocate well for him when I am not there. For example, he has asked for a funeral plan, so we have done a respect plan and the process is there."

Some people at the home wanted to celebrate their relationship and the home was supporting them to plan a ceremony. The home supported them to meet with a vicar and make arrangements.

One person needed support to help them understand and manage their finances, including supporting and to pay off debt they had accrued. The registered manager told us how they understood the challenges some people may face and was committed to ensuring they developed the right life skills. The registered manager introduced a tuck shop where people could purchase items they had run out of, people living at the home helped run the tuck shop which supported them to develop money management skills and a better understanding of how to use money. The registered manager was creative in developing skill building classes for people living at the home. These included cooking classes for people to develop cooking skills. People would make a shopping list and go shopping to purchase the ingredients. These classes enabled one person to develop life skills and build confidence, and they are now moving into supported living accommodation.

The registered manager told us about their end of life planning and support they provide, “Whilst some may consider this morbid, we do not. It’s imperative our residents have choice in their life and their death.”