Enriching Healthcare Ltd Also known as Heritage Healthcare 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 service. This key question has been rated 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 registered manager and staff 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.

For example, people were involved in their care and support plans. These contained information such as how the person wanted their personal care provided along with if they had any hobbies, interests and their life histories. Care plans also contained if the person wore glasses or used a hearing aid. All people felt supported by staff who provided them with care and support that respected their wishes.

The registered manager 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 were supported to access their local community by staff who were familiar with their individual needs and wishes. The registered manager provided care flexibility to people if and as their individual needs changed. They liaised with health and social care professionals and made referrals as required.

The registered manager confirmed they were able to provide appropriate, accurate and up-to-date information in formats that were tailored to individual needs if needed.

The registered manager and staff had a good understanding of people and their individual needs and what these might be. People’s care plans explored and confirmed if people needed staff to use alternative communication methods with them, such as through lip reading and a wipe board. Staff knew people well and they were able to give examples of how they supported people with their individual communication as needed.

The registered manager sought feedback from people and complaints and compliments were an opportunity to review how people’s care and support was being provided. Staff involved people in decisions about their care and support.

People’s care plans contained the provider’s complaint policy. All people and their families felt able to raise a concern or complaint if needed. Where people had raised a complaint, the registered manager had taken any necessary action needed. Details of complaints including the outcome of these were held within the office. Various compliments had been raised with the service and a customer satisfaction survey also confirmed people were happy with the support provided.

The registered manager made sure that people could access the care, support and treatment when they needed it. They ensured care and support was provided flexibly to meet people’s individual needs as a person and as per their wishes.

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 supported people who they knew well. People felt supported by staff who provided them with care and support that respected their wishes and choice. People told us, “They are really brilliant.” They went on to say that the registered manager and staff were responsive and supportive to their individual needs. People’s care plans confirmed how people wanted their care and support provided.

People were supported with their individual life changes, although this was not being collated within people’s care planning information such as 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.

For example, people’s end of life wishes were not documented within their care plan or if their wishes had been explored. No one at the time of the inspection was receiving end of life care. The registered manager confirmed they liaised with health and social care professionals, people and their families when required to ensure people received the best care possible. People had their care and support reviewed and provided flexibility, if and when their needs changed. We fed this back to the registered manager so they could review people’s care plans around their end of life wishes.