Lifeways Community Care Limited (Norfolk)

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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 provider met people’s needs.

This is the first assessment for this newly registered 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.

Staff ensured that people were at the centre of their care and treatment decisions, working collaboratively to respond to any changes in needs. They consistently demonstrated a commitment to person-centred care, describing how they treated people as individuals and tailored their support to reflect people’s personal preferences and values.

One staff member shared, “I apply person-centred care every day by listening and making sure people’s wishes are heard. It’s about keeping people safe and supporting them to live the life they choose.” Another added, “I respect people’s choices and encourage independence, so they feel valued.”

The registered manager described how care planning was kept up to date and reflective of each person’s physical, emotional, mental, and social needs. They explained, “We carry out regular reviews, gather feedback from handovers and professionals, and hold weekly and monthly meetings. Any incidents prompt updates to care plans to keep them live.” They also highlighted the use of an electronic care planning system to maintain oversight and ensure timely updates, adding, “We share support plans with people and their families, who are actively involved in reviews and decision-making alongside professionals.”

The registered manager and staff demonstrated a clear understanding of people’s diverse health and care needs, ensuring care was joined-up, flexible, and supported continuity and choice. The service worked closely with a range of health professionals, sharing updates promptly when people’s needs changed. Wherever possible, individuals received support from a consistent team, promoting continuity of care and building trusted relationships.

The provider ensured that accurate, up-to-date information was available in formats tailored to individual needs. The registered manager explained that information could be shared in various ways depending on personal requirements, including easy-read documents, large print, forums, telephone calls, satisfaction surveys, and talking mats. Information was also available in different languages when needed.

The service encouraged people to share feedback, ideas, and concerns in a variety of ways about their care. For example, Monthly ‘Living Together’ meetings included ‘You asked, we did’ updates, helping people feel heard and involved in decisions. The registered manager and staff created an inclusive environment where people and relatives felt confident raising issues, knowing they would be taken seriously.

One relative shared, “We’re fully involved. I bring things up, even small things, the team leader always responds. If I leave a message, they call back, also the registered manager knows [person] well and keeps me informed about everything.”

The service ensured people could access care, treatment, and support when needed and in ways that suited them. This promoted equality, reduced barriers or delays, and upheld people’s rights. Care was timely, person-centred, and met best practice, legal, and human rights standards. Reasonable adjustments were made for people living with a disability, communication needs were addressed, and premises were accessible.

Staff and leaders actively listened to individuals who may be at risk of unequal experiences or outcomes and adapted care and support to meet their specific needs. The service was alert to potential discrimination and took steps to address inequality arising from social, organisational, or individual factors.

Policies reflected best practice on equality and human rights, and care plans included reasonable adjustments based on people’s protected characteristics. Staff received training to recognise and respond to discrimination.

The registered manager shared, “We tailor our communication and approach depending on how the person feels and what they understand. For example, 1 person benefited from visual tools as their condition progressed. Another person navigating a significant personal change received emotional and practical support through regular meetings, advocacy, and community access. We work closely with professionals and support networks to ensure people’s individual needs are met.”

People were supported to plan for important life changes, including end-of-life care, with enough time to make informed decisions. The registered manager recognised the emotional impact of such conversations and ensured people and their families felt prepared and comfortable before engaging. Discussions had taken place, with families agreeing to revisit the topic when ready.

Policies and procedures around end-of-life care were in place and aligned with best practice. Staff had received relevant training.

The registered manager described how the service responded to a person’s recent health deterioration by working collaboratively with their family, relevant healthcare professionals, and the local hospice team to ensure coordinated and compassionate support.

The registered manager shared, “We review each person’s support plan and ask if anything is in place. We speak with the person, their family, or social worker to ensure their wishes are captured. Many people, due to their age, choose not to discuss end-of-life care at this time, which we respect.”