Yourlife (Taunton 2)

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• 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 service met people’s needs.

This is the firstassessmentfor 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.

Care records provide staff with details about how to support people in a person-centred way. They included information about preferences, routines, and cultural needs.

Staff understood what person-centred care meant and gave examples of adapting support to individual preferences. The management team were keen to deliver care, which was tailored to people's needs, beginning sometimes even before the pre- assessment process started and focusing on preventing for as long as possible, admissions to care homes or hospital.

Staff encouraged independence and dignity, asking people how they wanted care delivered. People and relatives confirmed care was highly personalized and responsive to changes.

One healthcare professional told us; “The team consistently demonstrates a willingness to tailor their approach to meet the specific and evolving needs of their clients, ensuring that individual dignity and comfort are always prioritized.”

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 service worked collaboratively with health professionals and adapted care promptly when needs changed. Managers liaised with families and external providers to ensure continuity and safe transitions.

Staff rotas and communication systems supported continuity. Handovers included updates on all people. The registered manager was available out of hours for emergencies, as well as other systems being in place to offer support during this period.

People and relatives confirmed that care was reliable and consistent.

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

Were required, people's communication needs were assessed information was provided in the care records in relation to how to support people in their preferred ways.

Regular meetings with people were taking place and communication boards kept them informed.

One person said; “The manager runs a monthly meeting that I could attend. They talk about how the home is run, and what’s going on – we're kept very much informed of what’s going on, and we can raise anything.”

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.

The service actively listened to people and involved them in planning and reviewing care.

Each person was given a service user guide which explained their rights and provided information on how to raise complains if needed.

People said they felt heard and supported. One person told us; “If ever there was a problem, I would diplomatically contact the manager or perhaps talk to the carers. But nothing is a problem here, it’s a really good service.”

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

The service promoted fair access to care and adapted services to meet diverse needs. Care plans included cultural and religious preferences. Activities and social opportunities were available in the building to reduce isolation.

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.

People experienced positive outcomes and were supported to live as independently as possible. Success stories highlighted improved health and wellbeing due to responsive care. Relatives praised the service: “It’s all amazing. This is the standard of care that everybody should enjoy!”

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 provider supported people to plan ahead and consider future care needs. People were offered opportunities to discuss advance care planning, even if they declined. The service revisited these discussions sensitively and provided information about options.

Managers liaised with people and families about increasing care packages and signposted to external providers when needs exceeded the service’s scope.

The registered manager told us that they had invited providers to talk to people about options for advanced planning such as funeral directors and professional specialising in wills. They also built link with local hospices to provider people with information if required.