Sandwood 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

People were supported to live in a safe, inclusive environment in which they were treated fairly and free from the fear of being discriminated against. People were supported to gain access to health and social care appointments. Managers ensured staff were trained to treat people equally and fairly and reduce the risk of them being excluded from receiving care and support they were entitled to. Managers used people’s feedback to improve care. People were supported to express their wishes for the future.

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.

We did not look at Person-centred Care during this assessment. The score for this quality statement is based on the previous rating for Responsive.

People told us they received good care from a consistent staff team. People told us, agency staff were introduced to them by permanent staff and on occasion where they had raised concerns about staff, they told us, the management team addressed concerns immediately. People told us, staff helped them with other services such as appointments with the dentist and chiropodist.

Care was assessed and planned according to people’s needs. Staff and the management team told us they had worked hard to build effective working relationships with partners to ensure people received consistent care and support. The registered manager spoke passionately about the progress of the working relationship with the local GP surgery and discussed the impact this had on people’s health needs.

Feedback from professionals was very positive in how the service supported people. Partners told us staff knew people well, which meant people were supported consistently.

Processes in place meant people were supported to spend time doing things they enjoyed. People attended church services where this was an identified need. The introduction of an intergenerational playgroup brought people of varying ages from the local community together. This meant people felt included and integrated into their local area.

People and the relatives we spoke with did not raise any concerns in relation to the information they received. People were happy with the level of communication and felt it had improved since the registered manager had been employed. Relatives we spoke with told us, they had been concerned about the number of the management changes at Sandwood previously but felt confident communication had improved since the registered manager and deputy manager had been in post.

Staff told us information relating to people and policies was readily available to them. Staff confidently told us where they could find information relating to people’s needs. The registered manager showed us information boards around the home to inform people of key areas such as advocacy services and ‘you said, we did’ information. Boards included both words and pictures which meant they were accessible for people with differing needs. Managers and senior care staff communicated with each other at the end of each day providing a summary of events of the day to ensure all staff were informed of any incidents or appointments. This was then communicated to the wider staff team at the changeover of each shift.

The introduction of a new electronic care system meant staff had instant access to support plans and daily records. Staff had received training so they could use the system effectively. Daily meetings took place to ensure any changes or incidents were communicated.

People and their relatives told us they knew who to speak with if they had any concerns or wished to make any comments. People told us they felt listened too and respected. People said they attended residents’ meetings and felt able to share ideas during this time with staff they trusted.

Staff and the management team told us they listened, respected and supported people to give feedback about the support they received. The registered manager told us they held meetings with people, their relatives and staff to ensure everyone felt heard. The registered manager explained surveys were sent out to gain feedback and results shared. The registered manager understood their responsibility to ensure all concerns and complaints were responded to in a timely manner.

Processes in place supported people to share their views about the service and the support they receive. Meeting minutes we reviewed demonstrated staff and people were supported to speak freely. There was a robust complaints process and policy in place and all complaints raised were investigated and responded to in a timely manner. All concerns were documented, and staff informed of any changes needed because of a concern being raised. A concern we reviewed had been resolved by the registered manager and a positive relationship was formed following issues being addressed.

People told us staff supported them to make and attend varying appointments. People did not raise any concerns regarding access to services.

Staff and the management team spoke confidently about supporting people to spend time doing things they enjoyed. Staff spoke to us about the activity timetable and how it constantly evolved to ensure people enjoyed the activities on offer. Staff gave us several examples where they supported people to undertake their hobbies, this included walking to the park, completing jigsaws and watching professional musicians. Staff understood the positive impact spending time doing things people enjoyed had on their overall health and well-being.

We received positive feedback from the professionals we spoke with. They felt staff supported people appropriately.

Processes in place meant people were supported with their social needs safely. Dedicated staff were in place to ensure people were supported with any interests. Risk assessments and care plans were in place to ensure people were supported according to their needs. Where people did not want to engage in social activities in a large group, they were offered one-to-one support from staff which was clearly documented.

People told us staff supported them to access health and social care appointments as needed. A relative said, “Staff address any health issues promptly, [staff name] goes above and beyond for my [relative].”

Staff understood people’s needs and how to support them to access health and social care support when needed. Staff supported people to live their lives in their own way respecting people’s lifestyle choices and religious beliefs. Staff told us, they supported people to attended religious places of worship. The catering team also explained how they would access food for people where they had an identified cultural and religious need. Staff said some people living at Sandwood did not eat certain foods and they respected and supported this. Staff told us they had received training on people’s unique health conditions. For example, staff received support from the specialist nursing team to support a person living with a rare skin condition. This meant they could recognise changes in the person’s health and take appropriate action.

Processes in place supported all people to gain access to care and support. People’s communication needs were recorded in their care plans. This gave staff accurate information in order to communicate with people and understand their needs and wishes. Records were kept of when health professionals visited, and what advice they gave people. Staff followed this advice to ensure people had positive outcomes from the support provided. There was a policy on equality and diversity. This policy guided staff to treat people well and provide people with equal opportunities regardless of their protected characteristics. Staff knew where and how to access policies.

People and their relatives told us they were involved in planning their care. Some people and their relatives did not wish to discuss their future, staff respected this and ensured this was documented in records.

Staff received training in end-of-life care. The registered manager told us they had introduced staff champion roles, and an end-of-life care champion was to be appointed. Staff told us they were in the process of reviewing all life histories, goals and end of life wishes to ensure staff had up to date accurate information. Staff knew where to find documents relating to escalation of care. This meant these documents could be sourced easily and handed to ambulance staff if they attended in the event of a medical emergency.

Care plans in place where appropriate considered people’s end of life wishes taking in to account any physical needs, religious or cultural beliefs. Records detailed what staff should do to support people when coming to the end of their life and who should be contacted if a person became unwell. An end-of-life policy was in place to guide staff.