Summerley 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 service met people’s needs. At our last inspection we rated this key question good. At this inspection 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.

The service 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. Care records were person-centred and detailed what was important to people. Care and support was based upon people’s individuality and preferences. A person became anxious during our visit, staff responded them in accordance with their care plan and supported them to go for a walk outside; this alleviated their anxieties. A staff member spoke about providing person centred care for a person and said, “Yes we repeat ourselves but its lots of reassurance with [person] and it’s worth it when we can get to learn what they want.”

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. Staff worked closely with a range of other health and social care professionals. This included GPs, speech and language therapists, community nurses, and dementia specialists. A visiting healthcare professional told us, “The staff are well trained in identifying the individual needs of the residents, they have good role models and dependable seniors in place, all of which appear competent and enthusiastic to support and assist the residents. They have a few complex challenging residents who require bespoke care plans and interactions to maintain the resident’s dignity and maintain optimum wellbeing, which they pride themselves in.”

The service supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs. The Accessible Information Standards (AIS) were met, documents were available in larger print, easy read versions and pictorial formats. A large digital board was displayed in the entrance area to inform people which staff were working, menu choices, events, the date and weather. This helped people with orientation and provided them with important information.

The service made it easy for people to share feedback and ideas, or raise complaints about their care, treatment and support. They involved people in decisions about their care and told them what had changed as a result. The management team walked around the service and spoke with 2 different people every day to check they were happy. A person said, “Any problems I could speak to the staff definitely, they'd stand and listen to me.” Complaints and compliments were logged and shared with the staff team for ongoing learning.

The service made sure that people could access the care, support and treatment they needed when they needed it. Health and social care professionals visited the service when people were unable to attend appointments. A healthcare professional told us, “The manager and care staff communicate very well if they have any concerns. They are also happy to work with me to look at alternatives to medication in the first instance.” The registered manager had utilised the Kings Fund assessment tool to promote a dementia friendly environment. Changes had been made such as clear signage and coloured light switches to make it easier for people living with dementia to navigate around the service.

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. The management team and their staff ensured people did not face discrimination within the service. Staff spoke up for people who were at risk of barriers to care and engaged with healthcare professionals to ensure they were receiving the right support and treatment. People’s care records guided staff on how to support people in accordance with their wishes and abilities.

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 supported to plan for their futures, where appropriate, people’s relatives were involved with discussions. A relative told us, “Yeah, we have (discussed end of life care). We have a DNR (do not attempt cardiopulmonary resuscitation) in place.” The registered manager held supportive meetings with staff after people had passed away to allow them to grieve.