Rance Healthcare Services Ltd

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 for this newly registered service. This key question has been rated 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, and they decided, in partnership with people, how to respond to any relevant changes in people’s needs.

The person’s care was designed around them and their needs as an individual. Their care was regularly reviewed, involving the person and health and social care professionals. Staff sought the person’s views and opinions and used their preferred communication methods to ensure they were fully involved.

Staff followed guidance in the person’s care plan to support them in line with their needs. The person’s care plan stated, ‘Building a rapport with me is important as it helps me feel relaxed and comfortable and more confident to express my needs and preferences.’ Staff we spoke with were aware of this and shared how they adapted their approach to the person depending on how they were presenting or responding to interactions with staff.

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.

The registered manager told us they tried to ensure continuity for the person by arranging for the same group of staff to support them regularly. Staff feedback confirmed this.

The management team maintained regular contact with the person and the professionals who supported them including community healthcare teams and social care practitioners. This helped to ensure the person’s care remained consistent, and any changes were shared with the relevant people.

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

The person’s individual communication needs had been assessed and included in their care plans. Staff followed this guidance to support positive communication and decision making. For example, the person’s care plan stated, ‘Communication requires patience and understanding. I respond best to positive language and clear, concise instructions. Humour can also help break the cycle of repetitive behaviours and improve my engagement with support workers.’

Staff shared with us how they looked for signs or behaviours that showed what the person needed or was communicating. One staff member said, “[Person] can become overwhelmed, he'll say certain words. If places are crowded, he becomes overwhelmed. When he stops listening, he becomes overwhelmed. We offer his weighted blanket, this works now.”

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.

The person’s views and responses to their care were recorded so changes could be made if required. A social care professional who supported the person told us, “[Person] is not denied anything, he eats well, has food he enjoys, he goes out all of the time. We review regularly and have no concerns.”

There was a system in place for the management of complaints and records showed the provider had acted professionally when responding to concerns and taken learning from incidents and events.

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

No concerns were shared with us about access to the service or barriers preventing the person from accessing the care they needed. Records showed, and professionals confirmed, the management team were proactive in supporting the person to access services that supported their health and wellbeing. This included working alongside specialist healthcare professionals such as community nursing teams, GPs and pharmacies.

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 and the management team understood how people’s diverse needs could impact their experiences of care. Care plans included information about the person’s protected characteristics and staff we spoke with were mindful of the impact, for example, of people’s religious needs not being met. One staff member told us, “Even though we know people, it’s important not to assume about their choices.”

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.

Care plans were in place which contained information about the person’s wishes for the future. Where the person had experienced significant life changes, these were recorded in their care plans so staff could be considerate of their experiences.