ResCare

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 requires improvement. At this assessment we found the provider had made sufficient improvement and the rating has changed to 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 provider made sure people were at the centre of their care and treatment choices. The provider had strengthened partnership working with people, their relatives and external professionals, ensuring timely response to any changes in people’s needs.

Support plans were person-centred and reflected the person's individual needs, wishes and preferences. Care records provided clear guidance on health and emotional needs, including strategies to promote wellbeing and reduce anxiety. The registered manager had strengthened links with healthcare professionals, ensuring specialist guidance was incorporated into support plans and helping people receive timely, coordinated and effective support.

The person told us staff knew them well. A relative told us they were kept informed about any concerns and the support provided to promote their family member’s wellbeing and independence. They said, “Staff have got to know [Person name] really well and are knowledgeable in how to support and look after them.” This reflected the positive relationships the registered manager had developed with relatives.

Care records reflected the person’s choices, routines, activities and wellbeing. A relative also spoke positively about the consistent care provided and the benefits of a women-only service supported by female staff and management.

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.

Support plans and risk assessments were regularly reviewed, including before each respite stay, to ensure information remained accurate and up to date. The registered manager had developed effective links with GPs and specialist health professionals, and staff worked collaboratively with external agencies to provide coordinated care that met people's assessed needs.

People benefited from support provided by consistent staff and the registered manager, promoting continuity and helping them feel safe, comfortable and well supported. Staff had the skills and knowledge to support autistic people and people with a learning disability and worked to reduce barriers and promote positive outcomes.

Overall, these improvements helped ensure care was person-centred, responsive and consistently delivered in line with people’s individual needs and preferences.

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

The provider had improved how information was made accessible to people. Support plans were available in formats people could understand, including easy-read documents and images.

People’s communication needs were clearly recorded to support involvement in decisions about their care. The person told us, “If I don’t understand, I’ll ask them (staff) to repeat the question.” They also showed us a transition book they were completing, which recorded what was important to them and demonstrated the provider’s commitment to meeting the Accessible Information Standard. Fire exit signage was also in place to support safe evacuation.

Staff had clear guidance on each person’s communication and sensory needs, including how to recognise and respond to individual communication styles, body language and facial expressions.

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 actively involved in decisions about their care and support, including assessments before each respite stay and the planning and review of their care. The person told us staff supported them to take part in activities they enjoyed during their respite stays, demonstrating a person-centred approach.

The person and their relative were confident their views would be listened to and acted upon. When asked what they would do if they were unhappy, the person said, “I can talk to [Registered manager name] about it, tell [Provider name] or speak to my [Relative name].” A relative told us, “I know I can speak with [registered manager] any time and know if there was anything it would be dealt with.”

The provider had strengthened oversight of concerns and complaints through a tracking system, and the registered manager was able to demonstrate how feedback from people and relatives had been used to improve the service.

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

The provider had invested in the service to promote people’s safety, independence and wellbeing. Assistive technology, including a seizure alert sensor and systems to help people contact staff when needed, was used to reduce risks and provide reassurance. The registered manager worked closely with people and their relatives to coordinate healthcare appointments and support.

The environment was accessible and safe, including access to the kitchen and features such as handrails on both sides of the staircase to promote independence. The provider also had policies and procedures in place to ensure people with protected characteristics had equitable access to care and support.

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 registered manager and staff continued to provide person-centred support, ensuring people were treated as individuals and received care that reflected their needs, preferences and goals. A relative told us, “ResCare has a better appreciation of [Person name’s] needs and is a ‘medical mystery’ as described by the GP. [Person name] is happy, cheeky and has grown in confidence, and learnt a lot from watching quiz shows and asking staff questions.”

Transport was available to support access to activities and places in the community. The person told us they enjoyed walking with staff or the registered manager where possible and used the home’s transport to attend activities and visit places of interest.

Support plans reflected the person’s needs, choices and decisions, which were listened to and respected. This helped ensure people received personalised support and achieved positive outcomes regardless of their individual circumstances.

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.

There was no one receiving end of life care at the time of this assessment.The registered manager told us people and where appropriate their relative were offered the opportunity to discuss end-of-life wishes. Care records viewed confirmed this.

The provider, registered manager and staff had completed online training in end-of-life care. Procedures were in place to ensure staff worked with relevant health professionals to ensure people and their relatives were supported in a compassionate way.