Yourlife (Rugby)

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 inspection 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 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.

People told us they were involved in regular reviews of their care plans which were updated in response to any changes in their needs. One relative told us, “[Name’s] needs are changing, they check what they can still do for themselves, and work round that.”

Care plans contained information about people’s preferred routines and how they preferred any care tasks to be completed. Staff understood the importance of providing care that were responsive to people’s preferences and choices.

New staff received an induction when they started working at the service which included shadowing more experienced staff. This gave staff the opportunity to meet people and develop an understanding of how people preferred their care to be provided.

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.

People could purchase a personal care service from Your Life (Rugby) or arrange personal care from an external provider if preferred. Sometimes people chose to have a care package which was split between Your Life (Rugby) and another provider. The registered manager explained how essential information was shared with the other provider to ensure consistency in care delivery. A relative whose family member received support from Your Life (Rugby) and another provider described good communication between the 2 services.

The provider liaised with other health and social care professionals who visited people to promote continuity of care.

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

The provider had an Accessible Information Policy based on the Accessible Information Standards. People were assessed to identify any specific communication needs due to hearing and sight impairments or physical needs. Any adjustments required to support people with their preferred method of communication were documented in their care plans.

Some staff had received dementia interpreters training to help them understand and interpret the non-verbal communication, behaviours, and emotions of people living with dementia. One staff member explained how the training helped them understand people’s sensory challenges and the importance of effective communication. One relative whose family member had limited verbal communication told us, “They (staff) know how to communicate with [Name], it is mainly done by hand signals. They will give [Name] the choices, and [Name] will signal if they are happy.”

Important information such as the service user guide and the complaints process could be provided in alternative formats such as Braille, large print, on audiotape, easy to read or in a person’s language of choice.

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 told us that their opinions were often sought to help influence improvements within the service. One relative said, “We have a meeting here every month to discuss things. They are always asking us for feedback and thoughts on the place, what they can do better.” Another person said, “Every 3 months, they check in with us to make sure we are still happy.”

People told us there were regular opportunities to receive information including weekly coffee mornings, monthly newsletters and letters delivered to them individually. One person said, “They have surveys, we fill them in and they talk to us about it.”

Duty managers met with people regularly to review and evaluate their care package to ensure their views were known and their care continued to be responsive to their wishes and preferences.

People had access to information about the provider’s complaints process in their care plan and displayed on noticeboards in communal areas.

The provider completed an annual survey with external providers. Feedback was used to develop an action plan which was available at the entrance to the service.

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

New people to the service were signposted to other healthcare professionals to support their ongoing health needs. This included local GP practices and a local pharmacy who offered a delivery service for people’s medicines.

Staff understood which services to call if people needed medical support or guidance. Members of the management team were available 24 hours a day to provide guidance and support in an emergency.

The development had been built to ensure the main entrance, corridors and doorways were accessible for people with mobility needs. Signage had been put up in some people’s apartments to enable them to continue using equipment independently and safely.

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 completed mandatory equality and diversity training to ensure they understood their responsibility to support people without discrimination and protect their characteristics under the Equality Act. Staff told us they would feel confident to speak up if they felt people were not receiving the care they needed to achieve positive outcomes. One staff member explained they would escalate concerns, “So the person will not be neglected, and we are doing things specific to that person, that they can be attended to properly and they feel included and not sidelined."

The provider had links with a local dementia group who had attended a social event at Knox Court to give an awareness talk about dementia. This helped people and their relatives to understand dementia and how best to support people with a dementia diagnosis.

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 were invited to discuss how they wanted to be supported when their health deteriorated. This included where they wanted to be cared for, what level of treatment they were happy with and what they would like to happen in an emergency. When people declined to discuss plans for their future care, this was recorded and diarised for future conversations to see if their decisions had changed.

Where people had a ‘ReSPECT’ form detailing their personalised recommendations for clinical care and treatment if they were unable to make or express choices, this was recorded. Care plans contained information about people's significant relationships and who they wanted to be contacted if they were unwell or in the event of an emergency.

When people were very unwell, staff worked in partnership with external health professionals to ensure people received appropriate care in line with their expressed wishes.