L'Arche Bognor Regis

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 good. At this assessment, the rating has remained 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 ensured that people were at the centre of their care and treatment decisions, working in partnership with them to respond to any changes in their needs. Care was delivered in line with relevant good practice guidance for people with a learning disability, ensuring support was appropriate, person-centred, and responsive to individual needs.

People told us they were able to engage in activities they enjoyed. For example, one person was supported to plan an annual holiday to Wales. The planning process included routines and activities that were important to the person, while also ensuring risks were assessed and managed. Staff said the leadership of the service promoted a culture of person-centred care. Care plans were holistic and reflected individuals’ needs, wishes and preferences. People told us their care was based on their preferences and delivered at a level and pace appropriate to them.

The provider understood the diverse health and care needs of people and their local communities, ensuring care was joined-up, flexible, and supported choice and continuity. Staff knew people well and understood what was important to them, including the need to be supported by a consistent team of familiar staff. For 1 person, maintaining consistency was particularly important, as they were unsettled by unfamiliar staff and found changes to their routine challenging. The manager worked to provide a rota that balanced resources with people’s needs and preferences. Staff covered additional shifts where necessary to minimise the involvement of unfamiliar or inexperienced staff.

New staff completed a period of shadowing more experienced colleagues, providing a smooth transition for both the person requiring support and the new team member. Staff were knowledgeable about people’s specific needs, including behaviour and anxiety triggers, and applied strategies to minimise any impact on the person’s wellbeing.

The provider supplied appropriate, accurate, and up-to-date information in formats tailored to individual needs. Staff were knowledgeable about people’s specific communication requirements. For example, 1 person had a pictorial planner in their home, providing visual cues and structure. They also used a whiteboard to make lists and set reminders, including one about not mixing paracetamol with their favourite alcoholic beverage. We observed staff refocusing a person’s attention during conversations to ensure they were fully engaged and able to contribute meaningfully to the discussion.

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 informed them of any changes made as a result.

People told us they had opportunities to provide feedback. One person said, “I would tell [name] if I wasn’t happy, and I do tell them.” People shared personal examples of how staff listened to them and supported them to make decisions about their life. Staff acknowledged that people sometimes made decisions they considered unwise. In such cases, staff said they ensured people had the tools and guidance they needed to seek help and remain safe while respecting their autonomy.

The provider ensured people could access the care and support they needed when required. People’s care plans reflected input and advice from medical and healthcare professionals. Care records showed that appropriate referrals had been made to specialist services, and people attended routine medical check-ups and annual health reviews.

Processes were in place to ensure timely access to healthcare and that essential information was shared appropriately. Staff rotas were planned to support people in attending appointments, and risk management plans took account of transport and accessibility needs. Care records demonstrated ongoing consultations and collaboration with professionals involved in people’s health and wellbeing.

The manager actively advocated for people to access necessary care. For example, they challenged a healthcare service’s decision to achieve a better outcome for a person, demonstrating proactive support and ensuring equitable access to treatment.

People’s needs were met through a holistic approach to assessment, planning, and delivery of care. Protected characteristics under the Equality Act 2010 were identified and recorded, and care plans reflected people’s abilities and the things they could do independently.

Staff treated people as individuals and provided support in a non-discriminatory way. They had completed training in equality and diversity and understood how to provide care that respected people’s abilities, choices, and lifestyles. Care was delivered in line with best practice guidance for people with learning disabilities and autistic people, including the Oliver McGowan Code of Practice and right support, right care, and Right culture. This ensured support was equitable, person-centred, and responsive to individual needs.

People were supported to plan for important life changes, giving them sufficient time to make informed decisions about their future, including end-of-life planning. People’s cultural and spiritual beliefs were recorded in their care plans and considered as part of their ongoing support. For example, 1 person had purchased a funeral plan that included specific details about their end-of-life preferences.

The manager was aware of people’s changing needs and how these could impact their lifestyles and cognitive abilities in the future. Multidisciplinary assessments were undertaken to ensure an up-to-date understanding of people’s cognitive and physical abilities, helping to identify when changes to support arrangements might be required.