Five Rivers Living Residential Home

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.At our last assessment we rated this key question required improvement. At this assessment the rating has changed to good. This meant people’s needs were met through good organisation and delivery.

The provider was previously in breach of the legal regulation in relation toperson centred care. Improvements were found at this assessment and the provider was no longer in breach of this regulation.

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.

At our last inspection care was not always personalised to people’s needs. At this inspection improvements had been made. People’s needs were fully assessed and care plans created so people, relatives, and staff were clear about how people’s needs were met. Care plans were detailed and regularly updated. Records showed people, relatives, staff, and health and social care professionals were involved in the development of care plans.

Relatives said staff provided good quality person-centred care. A relative told us, “[Person] is always showered, shaved, clean and tidy, and is given choices in how they spends their day.” Another relative commented, “The care is very much personalised around [person’s] needs and wishes.”

The registered manager regularly audited care plans to ensure they were fit for purpose and genuinely reflected people’s needs and preferences.

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.

Staff worked with a range of professionals to ensure people’s health and social care needs were met. Information was shared via the service’s communication book and staff used diaries to manage appointments, with transport and escorts arranged as needed.

People were registered with a local GP, who visited the service weekly, and saw other professionals when they needed to including district nurses, speech and language therapists, dentists, opticians, chiropodists, physiotherapists, and occupational therapists.

Relatives said people had good healthcare at the service and saw the professionals they needed to. A relative told us, “GP, chiropodist and hairdresser all visit, [person] also has a dental appointment.” Another relative said, “All relevant professionals can be made available.”

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

People had communication care plans setting out how they liked information to be shared with them and identifying any barriers to communication. For example, 1 person with hearing difficulties had a specific way of communicating which all staff were aware of and knew how to facilitate.

Written information was provided in alternative ways. Menus were written on a whiteboard, but staff also told people verbally what was available, and took round plated meals to help people decide what to have. A relative said, “We like the idea of a sample plate of the day’s lunch being shown to residents to choose from, very good idea.”

Some of the provider’s policies and procedures were available in pictorial/user-friendly formats. For example, the ‘Feedback, complaints and compliments’ document used pictures and simple text to make it accessible and easy to understand. To support people with visual impairments, information was provided in large print or staff explained it to them verbally.

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 and relatives knew how to give feedback, share ideas, or complain about care, support and treatment. A relative said, “I have no complaints, but if I did, I would go to [registered manager] who is friendly and approachable and would action any concerns.”

If people did complain they were listened to, respected and taken seriously. Records showed that when an issue was raised the registered manager responded with compassion and understanding, offering a solution and reassurance that a person’s safety would always be paramount.

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

Staff advocated for people to ensure they accessed the health and social care services they were entitled to. They arranged appointments and incorporated people’s treatment into care plans

The premises were accessible to those who used the service and people had the aids, adaptations and equipment they needed to promote their independence.

Staff and leaders actively listened to information about people who were most likely to experience inequality in experience or outcomes and tailored their care, support and treatment in response to this.

Staff were trained in equality and diversity and understood the cultural beliefs, religious practices, and values of the people they supported. Care plans clearly identified where people

might experience discrimination and what steps staff must take to minimise the risk of this.

Staff ensured people did not become isolated at the service from each other or their own communities. The activities provided promoted inclusion and friendship. A person attended a cultural centre in the community so they could take part in activities that were important to them.

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 lives.

Care plans set out people’s end of life preferences so staff could support them in the way they wanted. They covered people’s religion and culture, choices for symptom control, final days, and after death. Where appropriate, relatives were involved in making sure people’s decisions about end-of-life care were fully documented.

Staff had specialised training enabling them to provide compassionate and skilled end of life care. Where necessary they worked with GPs and a palliative care team to ensure people had the care, support and treatment they needed at the end of their lives.