Advance Healthcare- Trinity Apartments

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

Responsive – this means we looked for evidence that the provider met people’s needs.

At our last assessment we rated this key question good. At this assessment the rating has remained good.

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 were at the centre of their care, with staff responding to changes in needs. Care plans were person-centred and reflected people’s life histories, preferences, and cultural and religious needs. One staff member said, “It’s about the person, everyone is different. We read their care plan to check what their needs are and how we should do their care.”

Care plans were regularly reviewed with people and their relatives to ensure they remained accurate, relevant, and reflective of individual needs and wishes.

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 collaboratively with internal teams and external partners to ensure care was coordinated and met people’s needs. Relatives said they were involved, kept informed of changes, and provided with copies of care plans. The registered manager confirmed staffing was consistent and aligned with people’s gender preferences.

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

The registered manager confirmed information could be provided in a range of accessible formats, including different languages, audio, large print, Braille, and Makaton, to meet people’s communication needs.

Staff with accessibility requirements were also supported to record care using voice recording technology, enabling them to complete records effectively.

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 they knew how to raise concerns. One person said, “Not had to raise a concern in the time I have been here. Communication is good and I would be able to speak to staff about any worries.” Another said, “Pretty confident I can go to [Name] and [Name]. I know I can email the company as well.”

Residents’ meetings were held by the housing provider, which the registered manager attended. The provider also held quarterly reviews with people to discuss care and any concerns.

Complaints and compliments were recorded, with information analysed for trends and oversight provided by head office.

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

People received daily welfare calls to check on their health and wellbeing. The service operated 24/7, with an on-call system enabling staff to access management support at any time.

Staff monitored people’s wellbeing and acted promptly, seeking timely input from healthcare professionals when needed.

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 provider demonstrated a good understanding of people’s communication needs, cultural preferences, and health conditions. This information was gathered through assessments, regular reviews, and ongoing discussions with people and their relatives.

Staff also used daily observations, handovers, and team meetings to identify any changes or additional support needs, ensuring care remained flexible and tailored to each person’s needs and circumstances.

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 encouraged to share their preferences and involved families or advocates where people wanted this. Staff recorded decisions, including Do Not Attempt Cardiopulmonary Resuscitation (DNACPR) or Recommended for Emergency Care and Treatment plans (ReSPECT). The registered manager demonstrated a sensitive and compassionate approach to these discussions and understood when people or relatives did not wish to discuss these issues.

Systems were in place to ensure people’s wishes were respected and shared with staff, so they received appropriate support at the end of their lives.