Coundon Manor 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. This is the first assessment of this service under this new provider. This key question has been rated good. This meant people’s needs were met through good organisation and delivery.

This service scored 68 (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 did not always make sure people were at the centre of their care and treatment choices. Some care plans needed improvement to provide staff with all the information they needed to provide person-centred care. The registered manager told us this was a work in progress as they updated written care plans and moved them on to an electronic care planning system. Staff demonstrated a commitment to providing person centred care. They told us how they used information about people to provide care that respected people’s preferences and choices. One staff member told us, “Reading the care plan is important especially for a new resident. It’s how we start to learn about them before we’ve even met them. It might tell you they don’t want to have a bath, but they do want to have a shower. That’s their decision. It’s their choice.” We saw day to day care was based on individual needs and staff were responsive to people’s physical needs. However, some people felt staff did not have time to be responsive to their social needs. One person told us, “Staff don’t have time to sit with me.” Another person said, “They (staff) never chat.”

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. Managers joined meetings with a partner organisation to develop a better understanding of local challenges, share feedback and improve continuity of care for people as they moved between services. Under the discharge to assess scheme, Coundon Manor provided a service for those people who were clinically able to be discharged from hospital but required a further period of assessment to identify their future care pathway.

The provider supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs. People’s communication and sensory needs were considered during the assessment process to support effective communication. Where people had sensory needs, care plans detailed what equipment they needed, such as hearing aids and glasses. During our inspection, staff took time to communicate with people in a way that supported their understanding. For example, we saw staff ensuring they were on the same level as people when talking with them. However, we found people would have benefited from more accessible information and visual prompts to support them to understand menu choices.

The provider did not always make it easy for people to share feedback and ideas about their care, treatment and support.Staff were not always proactive in involving people in decisions about their care or tell them what had changed as a result. People told us they had not been involved in reviews of their care. One person told us, “I always have to ask about things. They don’t discuss my care, no meetings of any kind.” Another person commented, “A review doesn’t ring a bell.” Relatives shared similar feedback. Comments included: “We haven’t had an official care update meeting, they just tell me about any ongoing changes, they keep me up to speed okay”, “I’ve never had a care review, it is only when I ask a question” and “There was a care meeting about 2 years ago, other than that it is ongoing chats.” The registered manager recognised this was an area for improvement and told us she had requested clinical staff to speak with people and their relatives when reviewing people’s care needs. Relatives told us staff where generally responsive when concerns had been raised. One relative told us, “Any concerns are addressed. I can ring at any time, and they solve it.”

The provider made sure that people could access the care, support and treatment they needed when they needed it. Clinical staff used a recognised tool to assess people to identify any deterioration in their health. This meant people who could not verbally express their pain or discomfort, could be referred to other healthcare professionals as needed. Staff understood how to access emergency, routine and specialist support when it was required.

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. Leaders understood the importance of good communication to ensure people, and their relatives, understood the options under their individual care pathways. One member of the management team told us how some people and their families were unclear about their future care under the ‘discharge to assess’ scheme. They explained that where a need was identified, staff advocated on behalf of people to ensure they had the right support and equipment in place to achieve positive outcomes.

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's care plans included the Recommended Summary Plan for Emergency Care and Treatment form (ReSPECT). This plan provides clinicians with information about whether attempts at resuscitation should be undertaken for the person and their preferences for where their care should be delivered should they become unwell. The registered manager recognised the importance of good end of life care and gave examples of how people had been supported in their final days to ensure their cultural and religious needs were respected. One staff member told us, “Our home manager is a champion for having early conversations about end of life." Where people were identified as moving towards end of life, anticipatory medicines were in place to ensure they remained comfortable and pain free. Clinical staff received training in the management of end-of-life medicines.