ARCH Winchester

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 were central to their care planning and received care and support which was tailored to their needs. Leaders and care staff saw each person as a whole person.

People were valued by staff as partners in their care. Staff worked with them to find solutions which were acceptable to them when planning their support. Staff ensured people were aware of their rights and advocated for them in relation to how their needs were met. This ensured people’s voices and wishes were heard.

People’s care and support was flexible and responsive to changes within their lives. Staff recognised people’s situations could change rapidly and responded accordingly.

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 were aware of and respected people’s protected equality characteristics as defined by the Equality Act 2010, which provides protection against discrimination based on 9 characteristics. Staff planned and delivered people’s care in a manner which considered their needs, preferences and protected characteristics.

People experienced continuity of care as their support was responsive to their needs and preferences, people could access staff support as required. Leaders and staff promoted people’s inclusion as members of their community.

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

Staff understood people's written information requirements and provided support respectfully if required. Leaders were aware they worked with people who were at increased risk of not being informed of their rights and supported them to ensure they could access the information they needed.

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.

The provider had a complaints process. They told people about this when their support commenced. There was a system to log complaints, document the actions taken and to monitor concerns received for any themes.

People's views on a range of aspects of the service, were sought through surveys. The provider reviewed and acted upon their suggestions. People were provided with information about advocacy services if they required this support. If people had an appointee in place to support them with the management of their finances, staff also worked with them.

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

Leaders and staff were alert to discrimination and inequality that could disadvantage people. Staff understood people’s personal history could make it harder for them to access support and care when required. Staff’s awareness ensured they sought to identify barriers and address them to promote people’s access.

People had access to support which was provided when they needed it. Staff were available to support people 24 hours a day, 7 days a week.

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.

Staff’s support for people focused on understanding the social conditions which affected their experiences. They worked with people towards improving these, including supporting people to build positive and supportive relationships with staff, develop strong networks and access opportunities for housing, work, and education where possible. Staff worked with people to develop their support plans, to identify and develop their strengths, and to use local community resources.

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 supported were not of an age or living with life limiting illnesses which necessitated planning for and making decisions about their future currently. The provider told us people would be supported if required.

However, leaders were mindful people supported were likely to have experienced bereavement due to their past traumas and life experiences. They recognised people might require care staff support in managing their own experiences of bereavement.