The Coach 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

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 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.

People told us they were in control of their care and staff told us they supported people to receive person centred care. One staff member told us, “We know what is important to them, we don’t invade their space and when it comes to personal care we need to follow their instruction.”

Care plans were mostly centred around the individual preferences and needs of each person and staff accurately described each person’s needs. Missing information around achieving goals to promote independence and autonomy were highlighted to the registered manager with plans put in place to address this during our inspection.

Staff were observed to work well as a team. We saw one person become distressed and staff responded appropriately, patiently supporting them, talking, reassuring and enabling the person to express their views. This approach visibly calmed and settled the person. All staff involved were non-judgemental in their approach and demonstrated their approach to delivering person centred care with kindness and understanding.

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.

People received support from a consistent staff group who understood the needs of those people they supported. This was important to them and helped to ensure their needs were met by staff who knew them and their needs well. One person told us, “Staff here do what they can for me, they are my favourite people.”

Information was readily shared with other professionals to support the consistency with people’s care to ensure key health information was up to date in the event that people needed support from other services, for example, if a person was admitted to hospital information could be shared immediately.

The provider supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs.

People’s care records included clear guidance to instruct staff how to communicate with people and offer them reassurance strategies. This consistently directed staff about how to give information at an appropriate pace and in a supportive manner that people understood. We saw staff translated information when needed to support people’s preferred language or communication methods. The provider employed staff from overseas and provided training to enhance their English skills to assist them with being able to effectively communicate with people.

The provider made it easy for people to share feedback and ideas, or raise complaints about their care, treatment and support. Staff involved people in decisions about their care and told them what had changed as a result.

People were encouraged to share their views through residents’ meetings, one-to-one conversations and day-to-day interactions with staff and managers. That feedback was then used to review the care and support provided and make changes where appropriate. Feedback and complaints were investigated where necessary and responded to with arising actions taken and learning discussed with staff and those outcomes and actions recorded.

The provider made sure that people could access the care, support and treatment they needed when they needed it.

People were able to access a broad range of healthcare professionals promptly and when needed. For example, people regularly saw their mental health teams, GP, blood test clinics and visits from dieticians to support healthy lifestyles. Staff attended appointments and ensured outcomes were followed up, a recent hospital referral for one person demonstrated this approach. Care records showed information from those appointments were documented and reflected in care plans, helping to maintain continuity.

This approach helped staff to support people with receiving a consistency and continuity of care when people’s health needs changed or to support a proactive approach to support and treatment.

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.

Staff recognised people’s diverse needs to support and provide them with fair experiences and outcomes. Care records noted for example people’s cultural and religious needs. People were supported to practice their faith and attend services following their own religious or cultural beliefs. Staff demonstrated a clear understanding of each person’s individual needs and beliefs, including awareness of any protected characteristics under the Equality Act. People with protected characteristics were supported by staff to live in an environment that did not discriminate against them.

People were not always 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.

At the time of our assessment, no one using the service was receiving support with end of life care. Care plans required further development to identify and record people’s wishes in relation to illness and their end of their life. Staff required training to be able to facilitate those discussions to enable them to feel more confident and support more consistent care at this important time.

Staff and management shared how they would work in partnership with relevant health and palliative care professionals if such support became necessary, to ensure care remained coordinated, respectful and responsive to people’s wishes.