Terry Yorath House

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 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.

Where changes to care were required, the registered manager took prompt and appropriate action. One relative told us, “When [person] needed extra equipment to support him the manager was very quick to assist.” The manager ensured people had access to suitable equipment such as adjustable beds and mobility aids to support their needs effectively.

The service demonstrated a strong commitment to person-centred care, with individuals' choices underpinning all aspects of service delivery. Care plans and risk assessments showed that people were actively involved in decisions about their daily lives, routines, and activities through regular meetings and ongoing engagement. Feedback from people and their families was used to inform care and activity planning, including personalised outings and a wide range of activities both within and outside of the service.

One person told us, “I am supported to attend any rehearsals as I have been in plays. I had a birthday on Monday – I went out to the pub to meet my family.”

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 closely with external professionals, including GPs, district nurses, social workers, and specialist services, to ensure people received timely reviews and appropriate interventions. Visiting professionals spoke positively about the communication with staff and their understanding of people’s needs. One professional told us, “Myself and my colleagues always get updates regarding the people we are visiting. Staff are very aware of people’s needs.”

Relatives told us that staff kept them well informed about any changes in people’s health and involved them in discussions about care and treatment. This approach helped families feel reassured, valued, and well supported.

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. Communication care plans were in place and clearly detailed how people preferred to communicate, as well as how information should be provided in a way they could understand. The leadership team confirmed that information was consistently shared in accessible formats tailored to individual needs.

People used a variety of communication methods, including electronic devices and whiteboards. Staff demonstrated a good understanding of people’s communication needs, what these meant for people and how to provide appropriate support to ensure effective communication.

We also saw evidence that people received information in accessible, easy-read formats. This included information on topics such as prostate checks, catheter care, CQC inspections, living at Terry Yorath House, what to expect from the service, and how to raise complaints or compliments. Additionally, a notice board had been positioned at an appropriate height to ensure it was easily accessible for people using wheelchairs.

The provider made it easy for people to share feedback, raise concerns, and express ideas about their care, treatment, and support. Staff actively involved people in decisions about their care and ensured they were kept informed about any changes made as a result.

The provider had effective systems in place to ensure complaints were managed and responded to in line with their policies and procedures.

The service promoted an open and inclusive culture where feedback was welcomed and acted upon. Regular surveys were provided to people using the service, their relatives, and staff to gather their views. We also saw evidence of regular meetings where people were encouraged to speak up and have their voices heard. People and their relatives were supported to take an active role in care reviews, ensuring their views contributed to ongoing care planning.

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

Staff regularly liaised with healthcare professionals on people’s behalf. They supported people to travel to and attend appointments and made referrals when appropriate. They also worked closely alongside the community mental health team to provide additional support where needed. One person, who had recently experienced a difficult period with their mental health, told us, “I have poor mental health, and I am on the mend now – they have been fantastic.”

The provider had effective systems in place to ensure people had regular access to medical professionals. For example, GPs and other healthcare partners visited the service routinely to review people’s health needs and provide ongoing clinical oversight.

Adaptations were made to the home environment to meet people’s needs. For example, new ceiling hoists had been installed to support people with mobility needs, enabling safer transfers and promoting their comfort and independence.

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 registered manager and staff worked to ensure people received the support they were entitled to, promoting their rights in line with the Equality Act 2010. Records demonstrated that care and support were fully personalised, taking into account all aspects of people’s lives, including their individual needs, preferences, and backgrounds.

Staff received training in equality, diversity, and human rights, and their practice was monitored through regular spot checks, supervisions, and ongoing support. Policies and procedures were aligned with current equality legislation, ensuring that both people using the service and staff were treated fairly, consistently, and with dignity. Staff told us they felt confident in delivering care that was inclusive, respectful, and centred around each person.

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.

At the time of this assessment, no people were receiving end of life care. Discussions about end of life preferences had been initiated through care planning; however, not everyone wished to engage in these conversations. The registered manager confirmed that future care planning would be approached proactively and at an early stage, involving the person and, where appropriate, their family members. Systems were in place to ensure that people’s wishes regarding their future care were identified, respected, and clearly documented.