Citywide Care Agency- Bristol

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. Staff had a very good understanding about delivering person-centred care. A staff member told us, “It is about respecting people’s personal preference, choices and values and involving them in every decision.” Another staff member told us, “When I visit the person, I always ask what they would like, as no 2 days are the same.” People’s care plans were devised and reviewed with people and their relatives. Any changes made were immediately communicated to staff involved in their care to ensure continuity and maintain a person-centred approach. A relative we spoke with, confirmed they had received a copy of the care plan and review meetings took place.

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 employed a diverse workforce, who had good knowledge about the local communities they worked within. People were supported by a regular team of staff, who were familiar to them. This helped them to feel reassured and provided them with continuity in care.

The provider supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs. People were provided with information about their care needs. This included a copy of their care plan, which contained information about how they wished to be cared for. The provider told us information about people’s care was assessable in larger print if needed.

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 given a copy of a service user guide which contained information about the service and how to make a complaint. We reviewed the provider’s complaints policy within the guide. People were signposted to contact the local government care ombudsman, if they remained unhappy with their complaint.

The provider made sure that people could access the care, support and treatment they needed when they needed it. Staff were able to respond to people’s needs and flexibility was given if people were unwell or their needs had changed. People and staff could contact the registered manager out of regular office hours if they needed. A relative told us, they arranged their family member’s medical appointments but if they needed support, they would reach out to the registered manager

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 got to know people well and had formed good relationships with people and their relatives. This helped to provide good outcomes for people. A staff member told us, “I will make it my priority to really know the people I support. I will read their care plans carefully, but I also take time to build relationships with them through daily interaction. I will learn about their preferences, routines, personal history, and cultural needs.”

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. The registered manager discussed people’s future care wishes with people, they considered people’s religious and cultural beliefs. This was recorded within people’s care records. Staff had received end of life care training and were aware of how to care for people at the end of their life.