Shandon House

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

People received person-centred care which was shaped around their individual needs. Staff and registered managers had a good relationship with external agencies and made referrals when necessary to ensure people had good access and continuity of care. The documentation of these referrals and professional input needed to be improved but the registered managers were receptive to this and were working to improve this matter. People told us that staff knew them well and they were involved in their care. They also reported confidence in raising any concerns they had with staff and management. Where needed, people’s future wishes had been considered.

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.

People felt they received care based on their individual needs. Comments included, “Staff know me well, very person-centred care,” “Staff know what I like, and we get on alright, no current complaints,” and, “I have [specific dietary need] and staff are very good at sorting new things in the supermarket for me to try.”

Staff were able to tell us about people’s support needs. Some people were very independent, and staff worked with people to keep or regain their skills, such as cooking, laundry and doing their own medication. Staff told us that they have the opportunity to read people’s care plans to keep up to date with what their needs and wishes are.

Throughout the day of the assessment visits, we saw people spent their time how they chose, and staff supported them to stay safe and continue to do the things they enjoyed. Staff showed that they knew people well and treated each person as an individual, shaping their care around their wishes.

People’s feedback was positive about the care provided at the home. Relatives also spoke highly about this. One relative told us, “[Person] is able to make their own decisions about personal care and planning their day, they come to the lounge and participates in organising some activities, joins in an exercise class.”

Staff felt that people had good continuity of care. Many staff had worked at Shandon for many years, so they had built positive relationships with people. Staff felt confident in contacting external agencies for additional support as and when necessary, for example, calling the GP if someone was unwell.

Staff and registered managers had a good rapport with partner agencies which supported good continuity of care for people. Feedback from professionals was positive. One told us, “They ensure that a variety of care provision is available. This includes encouraging talking therapies, socialisation, mobilisation and physical exercise.”

Processes were in place to promote good continuity of care for people. Steps had been taken to ensure that people had access to the care they needed, including that from external agencies. For example, where people had skin conditions or had risks around their skin integrity, appropriate medical support had been sought. The documentation of these referrals and interventions needed improving but this is something the registered managers were aware of and working to implement.

People were kept up to date with matters in the home. We saw notices on the resident notice board regarding upcoming activities. Resident and relative meetings took place where information could be shared in accessible formats. One person was the chair of the residents’ meeting and supports the care staff to ensure people are kept up to date with any changes, and acted as an advocate for some people who needed additional support.

Staff had regular meetings and supervisions where important information could be shared regarding changes to people's care needs, or about the home in general. Staff were also able to give their views. Staff used an electronic application to complete regular handovers to ensure their knowledge was up to date each shift.

Processes were in place to ensure information could be effectively shared with people, relatives and staff. These were available in different formats to meet people’s specific needs. There was a notice board with useful information for people such as the hairdresser, who they were, the chiropodist, their name and a space to write any next appointments on. There was also a copy of the most recent resident meeting notes on it, a menu, activity list and events that were happening across the home.

People felt involved and listened to. Both people and relatives felt able to raise any concerns they may have and that these would be acted upon appropriately. Comments included, “I would complain to any of them, if I have general worries about everything”, “No complaints, I would go to x, she is approachable and friendly as are all the staff,” and, “Never had to complain, only minor niggles which were soon sorted, there was a big chair in my room taking up too much space so staff changed it to a smaller one.”

Staff received regular supervision and staff meetings took place to allow them some space to share their views on the home, including any ideas they may have for improvements or changes. Staff told us that they regularly gather the views of people living at the home by daily conversations, to encourage them to express any concerns or wishes they may have.

Processes were in place to allow people, their relatives and staff to express any needs, wishes or concerns they may have. A rota of supervision demonstrated staff received regular formal support, and the registered managers received supervision from an external professional. A lot of staff were related, we discussed with the registered manager that a nepotism policy needed to be implemented to ensure everyone feels they have the ability to speak out and raise concerns fairly. This was due to be implemented following the inspection.

People told us they had access to health professionals and staff reminded them when appointments were due. One person was recovering from treatment for a serious illness. Staff were aware and had made adaptations to how the person’s care was managed, whilst supporting them to remain as independent as possible.

The registered managers were aware that the layout of the home needed to be considered when determining if the home could meet people’s needs. A lift was in place however, some bedrooms were only accessible by climbing a few stairs. This was considered when people were offered rooms to ensure their individual accessibility needs could be met. One person who did not like walking on stairs due to anxiety, was being supported daily to practice to ensure that in an emergency they would be able to exit the building safely and promptly.

The home worked closely with partner agencies to encourage good equity in access for people using the service. For example, they had worked alongside the local authority to link in with a local alcohol support service to enable people who had previous difficulties with alcohol were supported going forward.

Processes were in place to assess, identify and care plan for people’s individual needs. This highlighted any specific needs people may have with accessing services, and guided staff to provide this support to people where needed.

People were treated with respect regarding their equality characteristics. The registered managers and staff were aware of the importance of exploring people’s cultural needs. One person had expressed an interest in a specific religion, and this was included in their care plan. People spent their time how they chose, some going out on their own or with relatives and others choosing to spend time in communal areas and the garden or returning to their rooms. For people who chose to remain in their rooms most of the time, staff were aware to carry out regular checks to ensure they were ok.

The registered managers and staff understood the importance of treating people fairly, regardless of any cultural or health and social differences they had. Some people lived with dementia, and we observed staff supporting them appropriately. People responded positively to staff and seemed very happy and content to chat with staff when support was offered.

Processes were in place to ensure people’s views were sought and listened to. People were encouraged to share their views and be involved in the way their care was provided. People were asked to complete regular feedback and all comments were used to improve. For example, changes in the daily menu. We saw that most feedback was very positive, with only minor concerns raised which were addressed promptly.

People felt involved in future planning and did not express any concerns. Recommended Summary Plan for Emergency Care and Treatment (ReSPECT) forms and Do not attempt cardiopulmonary resuscitation (DNACPR) forms were in place to document future wishes. We did discuss that some ReSPECT forms needed to be reviewed to ensure they remained relevant. The registered manager had already raised this with the GP surgery.

Staff had a good awareness of people’s needs and wishes, including what they wanted for the future. There was no one in receipt of end-of-life care at the time of the assessment, however, staff felt able to support people at this stage of their life should it come. They also had good connection with external agencies, who could be contacted for support as and when required.

Processes were utilised to gather people’s future wishes from the point of moving into the home. The registered manager was clear that they would support people as long as possible but if it became inappropriate or unsafe, they would be supported to move on.