Hunters Creek 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.

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 71 (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 promoted person centred care and some people were meaningfully involved in how they spent their time. Opportunities for engagement were limited due to staff confidence and experience. There were only 2 lifestyle staff to support a total of 88 people. This meant opportunities for meaningful engagement were not consistently available to everyone. During the inspection, we saw people sitting for long periods without interaction, with some appearing withdrawn or asleep. Our observations showed positive differences in people’s body language and reactions when staff did engage well with them. In a communal area, only 1 person out of 10 was actively involved in an activity while others were not supported to take part.

Care plans were reviewed regularly and the registered manager was reviewing other methods of communication to better include more people and relatives.

Despite this, there were positive examples of person-centred care. A staff member from the lifestyles team showed a strong approach when supporting a person to pot tomatoes plants then plan to grow harvest and eat. Their approach was calm and patient and led to meaningful conversation about the person’s other interests and feelings. This showed how effective engagement could improve people’s experience.

Lifestyles staff had started to introduce more personalised activities. These included tailored approaches for people who did not enjoy group settings or who communicated in different ways. Although this work was still developing, it showed a clear direction of improvement.

A range of activities were provided to support meaningful goals and experiences for people. These included animal therapy visits, dancing, gardening clubs, musical performances and trips into the local community such as visits to museums, archery, fishing and wildlife parks. The service also held themed events and celebrations such as cultural days, birthdays and community fundraising.

Innovative approaches such as themed food trolleys and drinks activities promoted nutrition, hydration and cultural inclusion. Activities were tailored to people’s life histories and needs, which supported participation, wellbeing and improved outcomes such as mood and dietary intake.

People benefited from access to animals and sensory experiences. This included a resident cat, birds, visiting ponies and time spent with pat dogs in training. People showed clear enjoyment during these activities, including smiling, laughing and reaching out.

The staff made an effort to create a more stimulating environment, such as changing background noise and introducing music, although people were not asked their preferences at the time.

The provider worked to deliver joined up care that supported continuity and met people’s needs.

Staff worked with a range of health and social care professionals to support people. This included working with GPs, social workers and other specialists to respond to changes in people’s needs. Information was shared to support people moving between services, which helped maintain continuity of care.

Care was flexible and adapted to people’s needs. Staff understood people’s health conditions and how these affected their daily lives. They used this information to provide support that reflected people’s preferences and routines. A professional said, “The care home provides a supportive, safe environment for [person] and their health and wellbeing are being maintained with positive results. Staff are always friendly and willing to spend time with me when I visit. I have a positive relationship with the [registered] manager and deputy manager who provide me with updated care plan information when needed.”

Relatives told us they were kept informed about changes in people’s health. One relative said, "I do feel they keep me well informed."

The registered manager showed an understanding of the different needs of people living at the service and worked to make sure care remained consistent when changes occurred.

The provider shared information in ways that supported people to understand their care and communicate their needs. There were some missed opportunities to improve how information was shared across the staff team. While some staff spoke the same language as people and acted as translators, these skills were not always shared with other staff. This meant not all staff had the same level of understanding when supporting people who spoke different languages.

Despite this, staff made efforts to communicate effectively with people. Where possible, staff who spoke the same language supported conversations and helped people to express their needs and preferences.

The provider also used translation technology to support communication. This included the use of voice translation tools, based on each person’s preference, to help staff and people understand each other. This supported day to day interactions and reduced the risk of misunderstanding.

Information was adapted to meet individual needs. Staff described using different approaches depending on how people communicated, including verbal, visual and technology-based methods. These approaches helped people to access information about their care and express their views.

The provider enabled people and relatives to share feedback and be involved in decisions about care. People were not always fully involved in assessing their own needs, for example sensory assessments had not been completed for people using sensory equipment. This meant it was not always clear how these tools linked to individual preferences or needs. However, the provider had discussed plans with people and kept them updated on developments within the service, including new sensory walls and related activities.

Meetings took place with people where updates and planned improvements were shared. People were informed about changes and had opportunities to give feedback.

The provider had systems in place to manage complaints. Complaints were recorded, investigated and outcomes were documented. Lessons learned were identified and used to improve the service. Compliments were also recorded and shared, which recognised positive feedback and staff practice.

People and relatives told us they felt able to raise concerns. One relative said, "All of us feel comfortable raising any concerns we may have to the staff." Staff described involving people in day-to-day decisions and keeping them informed about their care.

The provider ensured people could access the care and support they needed. Staff supported people to access healthcare services when needed. This included working with GPs and other professionals and arranging support promptly when concerns about health arose.

People had access to care and support throughout the day. Staff were available to assist with personal care, meals and health needs. Relatives told us staff responded when support was requested.

The provider promoted access to local facilities and activities and support that met people’s individual needs. Adjustments were made where possible to ensure people could take part, including using different communication methods and providing equipment. The provider showed awareness of people’s different needs and worked to make sure care and support were available when required.

The provider considered people’s individual needs and worked to reduce inequality in their experiences and outcomes. Staff knew people well and described adapting care to meet different needs. This included supporting people who spoke different languages by using staff who could translate and using translation tools to support communication and meeting people’s cultural needs.

Staff worked with health and social care professionals when people’s needs changed, responding to changes in behaviour or health and seeking advice to make sure care was adjusted.

Staff and leaders showed awareness of the importance of treating people fairly and responding to individual differences. They made adjustments to support people to take part in daily life and access care in a way that suited them.

The provider supported people to plan for important changes in their lives, including end of life care. Records showed how discussions had taken place with people or relatives about their wishes in a structured way. Key information was in place for people, so staff understood their wishes at a time of emergency.

People’s wishes for the end of life were recorded. Some people had ReSPECT forms in place to guide staff and health professionals about decisions for emergency care and treatment. Care plans included detailed information about people’s health conditions and their preferences for care. There was clear guidance for staff on how to manage people’s comfort. This included medicines being prescribed in advance to manage symptoms such as pain, anxiety or breathing difficulties if a person becomes unwell, especially at the end of their life.

A dedicated six bedroom End of Life Care suite had been developed. It provided a calm, homely and dignified environment for people and their relatives. Care was based on each person’s wishes and preferences. This included advance care planning discussions, spiritual and cultural support, symptom management and relative involvement in decisions. Relatives were welcomed without restriction. They were supported throughout their family member’s final stage of life.

This approach helped ensure people received personalised and compassionate care. It supported comfort, dignity and respect at all times. It also enabled families to feel involved, informed and supported.

Staff worked with health professionals to plan care and review needs when people’s conditions changed. This helped to make sure people were supported in line with their wishes.

The provider showed an understanding of the importance of planning ahead and had systems in place to support people to make decisions about their future care.