The Dales

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 79 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

Staff consistently went above and beyond to ensure people were truly at the centre of every care and treatment decision. They worked in genuine partnership with people, continually adapting support as needs or wishes changed. Staff knew people exceptionally well, including their histories, relationships, and what mattered most to them. This depth of knowledge meant people received highly personalised care that reflected their individuality.

There was a strong, embedded culture of warmth, pride and commitment across the team, with many staff having worked at the service for several years. Staff demonstrated exceptional dedication to helping people feel valued and special. For example, staff actively worked to trace and reconnect people with “long lost friends,” spending time researching old contacts or following up community links. This meant people could rekindle meaningful relationships that brought comfort, joy and a renewed sense of identity.

Care plans were of an excellent standard and provided rich, detailed guidance that supported the high-quality care observed. They reflected people’s strengths, preferences, life stories and goals in a way that enabled staff to provide consistently outstanding personalised care. These plans were kept meticulously up to date, supported by the “resident of the day” approach, which ensured a full and holistic review of each person’s needs. Night staff were also fully involved in reviewing and updating information, promoting a whole‑home culture where every staff member played an active role in ensuring continuity and excellence in care. Staff had worked hard to ensure everyone received person centred care. For one person, staff undertook a establish communication for a deaf person by accessing Makaton training, using written materials, and ensuring all communication needs were recorded in support plans.

People told us they felt exceptionally well cared for by staff who understood them deeply and recognised what made them feel important.

Staff 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 staff team were experienced and skilled to recognise when someone may require additional support to respond to their changing needs. Staff received appropriate training to support this decision making which, coupled with experience amongst the staff team and support of the management team, made sure people received timely appropriate support. There were lots of activities taking place. One person told us, “I really enjoy the music,” while another person said, “There is always something going on. Music for Health, singers, animals and outings.” Activity staff showed passion and enthusiasm to ensure there is an inclusive approach to activities.

The provider supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs. People’s communication needs were assessed and care plans contained key information on how to recognise people’s individual non-verbal cues. Staff worked hard to understand people's different communication needs and styles to ensure people were fully included in their care.

The registered manager 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. Complaints were responded to promptly and in a sensitive and collaborative way. There were systems in place to ensure there were a variety of ways people, relatives and visiting professionals could provide feedback. One relative told us, “There is a relatives meeting but not many attend. It’s because staff always keep us up to date on what is happening.” Relatives told us they would feel comfortable to go to the registered manager if they had a “niggle” and this would be resolved quickly. One person told us, “I don’t feel the need to complain but if I did, the manager would take time to listen to me.”

The provider made sure that people could access the care, support and treatment they needed when they needed it. There were no barriers to people accessing the service or their care and support. Out of hours support was in place, covered by the management team to ensure staff always had access to 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. Care staff had completed training in human rights, equality and inclusion to ensure there were no forms of discrimination. The staff team told us there was no harassment, bullying or discrimination at the service. One member of staff told us, “We are one big team here. It is all about the residents. Always.”

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. People had thoughtfully written care plans which sensitively but clearly outlined the person’s end of life wishes. Key details such as what music to play, who to contact and the person’s funeral arrangements which included specific requests which were clearly documented. People’s advanced decisions on how they would like to receive any end of life clinical care was also clearly documented with any do not attempt CPR or advanced decision records in place.