The Orchards

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.

Leaders and the staff team made sure people were at the centre of their care and treatment choices and they decided where possible, in partnership with people, how to respond to any relevant changes in people’s needs. People’s care plans contained personalised descriptions of people’s individual needs and wishes to help guide staff on how they wished to be supported. Our observations showed staff supporting people as individuals in line with their preferences and supported their independence wherever possible. A person was observed looking confused. A staff member suggested to them, “Shall we move your frame around a bit?” after helping move the frame the staff member offered reassurance by saying, “That’s better isn’t it.” A relative confirmed to us, “Staff here are marvellous. They are people persons.”

Leaders at the service understood the diverse health and care needs of people and their local communities, so care was joined-up, flexible and supported choice and continuity. Observations showed that staff engaged positively with visiting health professionals. A staff member confirmed to us that when a clinical decision needed to be made, they, “Go to district nurses and GPs etc. Regular GP rounds once a week. It is the GP you always liaise with.”

Leaders and the staff team supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs. Memory boxes filled with personal items were in place to help people orientate themselves to their rooms. Staff understood and respected people’s individual communication needs to help aid their understanding. This included staff writing information down for a person to read and digest before effectively responding to staff.

Leaders and the staff team made it easy for people to share feedback and ideas, or raise complaints about their care, treatment and support. People and their relatives, representatives were given opportunities to feedback on the care and support received. Resident meetings were held but not everyone spoken with was aware of these. One person said, “We have residents’ meetings, and you can raise any complaints or suggestions there. They send minutes out as well telling you what they are going to do.” However, another person told us, “I didn’t know about residents’ meetings.”

Relatives’ meetings were held monthly and if relatives were unable to attend in person they could join the meeting on-line. A relative told us, “The support you get right the way through from reception is excellent.”

People told us they had not yet had to raise a concern or make a complaint but were confident that if they needed to it would be listened to.

We also saw compliments had been received about the service which thanked staff for the care and support they had provided. A person said, “They are really kind to us and see to all of our needs. If I have any worries they will deal with it.”

Leaders and staff made sure that people could access the care, support and treatment they needed when they needed it. For example, referrals were made to specialist services such as occupational therapists and speech and language therapists. The professionals’ advice helped inform people’s care records and risk assessments as guidance for staff. A staff member explained, “[We] work closely with the district nurse team, the [Joint Emergency Team] and the two GP surgeries we work with to seek clinical advice when needed.” Staff confirmed they had a good working relationship with these professional teams and could make contact easily and get responses and advice when needed.

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. Staff undertook training in equality, diversity and inclusion which supported them to understand people’s protected characteristics and differences and how best to support them.

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. This important information, including any religious or cultural wishes, or a person’s wish to be resuscitated was documented to guide staff. A person told us, “They all know my plans for the future. It is all recorded.”