The Apuldram Centre

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.
People’s support records were detailed with person-centred information, such as, family relationships and interests. Support plans had a level of information about how people liked to be supported. The registered manager shared examples of the way they and staff had worked with people and their family to increase trust and confidence in receiving support. The provider deployed an online care management system which staff updated when required. Staff confirmed they could access relevant information via the app which ensured people received person centred care. The registered manager was engaged in further developing the online system to enhance information gathering and sharing and to give further detail in guidance to staff.
 

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.
Continuity of people’s care resulted from staff working consistently and meeting their assessed needs. Effective partnership working with external agencies meant that care was delivered effectively, and people’s health care needs were responded to.

People and families said they valued consistency and managers told us they were working hard to keep the staff recruitment and retention to a good level to continue to provide as much consistent support as practicable.
 

The provider supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs.
Staff received training in communication support and had recently updated Makaton training. Staff we spoke with told us they felt understanding people’s communication needs were fundamental to providing good support. People told us staff took time to explain things and helped with activities like reading official letters and breaking down the information to aid understanding, where required.

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 we spoke with told us they were involved in their care and support. They were asked what they wanted and felt they could say how they felt. One person said, “I can tell [name of staff] if I am worried about anything, he would sort it out.”
People were surveyed and managers had regular contact with people to ask how they felt about their support.
 

The provider made sure that people could access the care, support and treatment they needed when they needed it.
The registered manager and staff made sure people had access to health and social care professional support. We saw records to confirm people had access to health care and staff supported them where they needed reasonable adjustments to aid access. For example, short waiting times in the GP surgery waiting areas to reduce stress for the person.
 

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.
People’s care, and support promoted equality, removed barriers or delays and protects their rights.

People’s support planning was consistent, and the provider sought to provide a person-centred service that acknowledged people’s differences and needs. The manager and provider were alert to potential inequality issues.

Each person’s care plan identified any equality needs and how these impacted their care needs, while staff understood their role in ensuring people's equality and diversity needs were met. Staff received training in diversity, equality and inclusion.

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.
The manager acknowledged the reluctance of some younger adults with learning disabilities and their loved ones in discussing end of life support. When a new person started support, end of life wishes were sought as part of the assessment process. The manager stated that they have not had to support anyone with end-of-life care recently, but understood the need to involve families, respect peoples advanced wishes and collaborate with professionals on medical treatment.