Yourlife (Dover)

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 ratedGood. 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 registered manager made sure people were at the centre of their care choices and they decided, in partnership with people, how to respond to any relevant changes in people’s needs. People confirmed their care was led by them. They told us staff did what they wanted and were flexible to their changing needs. Staff were based in the building where people lived, and this gave them flexibility to accommodate any one off changes to the time people required support. Such as if they had appointments or were going out.

Staff told us the care they provided was centred on each person and what they wanted, rather than tasks which had to be completed. They confirmed they had the time they needed to support each person and were not rushed.

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 told us the registered manager and staff had supported them to take part in a wide variety of pastimes, which included, gardening club, games night, quizzes and knit and natter. They told us there was more natter than knitting and they enjoyed this. The service partnered with Age UK to provide weekly chair yoga sessions. A person told us they felt the chair yoga was “An extension of my physiotherapy” and had supported them to recover following an illness. We observed people using the communal areas in small groups to enjoy a coffee morning and a talk.

People felt involved in what happened in the building and had decided how to celebrate events. A person described how they had created a display of poppies for Remembrance Day which had been placed in the reception area for everyone to enjoy. Local groups, such as the Women’s Institute had been invited to hold meetings in the building to support people to continue to be part of their local community.

The registered manager supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs. Information was available to people in a variety of formats, including braille if needed. Signage around the building was clear and easy to read. A copy of people’s care plans were kept in their home, so they always had access to it. No one needed information in alternative formats at the time of our assessment.

The provider and registered manager made it easy for people to share feedback and ideas or raise complaints about their care and support. Staff involved people in decisions about their care and told them what had changed as a result. The registered manager told us, “We take a proactive approach to well-being, continuously listening to people and acting on their feedback”.

There was a complaints process in place. The registered manager told us before the assessment, ‘Our culture of openness encourages individuals to speak freely with any member of the team, allowing us to address concerns before they become issues’. This culture had been effective, and people told us they were confident to raise any concerns they had. People’s comments included, “Staff are really approachable” and “If I was unhappy, I could mention it.” The registered manager preferred to address any concerns promptly to stop them developing into bigger problems and to reduce the risk of people becoming anxious.

The registered manager made sure people could access the care and support they needed when they needed it. Before our inspection they told us, ‘We continue to support people in accessing the relatively new computer access system at their GP. This use of technology continues to be a challenge for many of our people but because of our excellent relationship with the GP surgery we are always able to step in and assist when required’.

Staff assisted people if they were struggling to understand letters from health care professionals. They explained what was required and supported people to follow the request or recommendations where people chose.

Before people began to use the service, the registered manager explained the levels of support the service was able to offer. They explained people could receive support from other providers if they wished. Where people’s needs were complex, the registered manager signposted them to other services who could provide the care and support they needed, such as services providing live-in carers.

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 met with people regularly, individually or in a group. People told us staff acted on their feedback to ensure they always received a service which met their needs and preferences. A person described the culture of the service as “open” and “Staff listen to feedback.” Records showed people were confident to share any niggles and feedback about any concerns they had.

They registered manager described to us how they monitored the culture in communal areas to ensure everyone felt confident to use any area of the service they wanted. They were aware there was a risk small groups could develop which may discriminate against others who they saw as different. They spoke with people if there were any signs of groups developing to make sure everyone felt comfortable and was treated equally.

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 been asked to share any wishes and preference they had around their care at the end of their life. No one had chosen to share these with staff at the time of our assessment. The registered manager kept this under review and asked for information when people’s needs changed. Staff understood people’s spiritual needs and had arranged for these to be meet at the end of their life.