St Anne's Leeds Domiciliary Care 3 (DCA3)

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. Care plans were clearly informed by assessments and were personalised, outcome‑focused and accessible. Assessments were regularly updated following changes in need, incidents, safeguarding concerns or multidisciplinary input.

Staff were well supported to deliver person‑centred care through a strong focus on training and development. Staff demonstrated a good understanding of person‑centred values, dignity, equality and human rights during interviews, and were able to explain how they adapted support to each person.

The service ensured staff had the skills, confidence and permission to support people flexibly and creatively. Staff described using individualised approaches, observation, communication, reassurance and positive encouragement rather than task‑led care. They supported people to develop independence at their own pace, such as learning to cook, manage money, attend activities, cope with emotional difficulties, or redecorate their rooms according to personal choice. Staff were encouraged to take positive risks in line with personalised risk assessments, which reinforced confidence and autonomy for people using the service.

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. People were able to access support which was designed to meet their individual needs and preferences.

The workforce was diverse, and staff said they felt accepted and part of a cohesive team. They described colleagues as supportive and respectful.

People and their relatives told us that care was delivered by a consistent team of staff, who also acted as key workers to provide individualised support. This approach helped to build positive relationships and rapport, while also ensuring continuity of care.

The provider supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs. People had their communication needs assessed, and plans were put in place to meet these needs. People were actively involved in developing and reviewing their care plans, with evidence of easy‑read formats and adaptations to support understanding.

Staff were aware of the way people needed to be communicated with and used the care plans in place to guide them.For example, a health professional commented that it had been wonderful to see [Name] thrive at St Annes over the past few years. They noted that the registered manager and deputy clearly understood the person’s needs, highlighting how the manager’s ability to use sign language and communicate with them made a significant difference. They added that it was evident [Name] was surrounded by people who genuinely cared for them and were committed to supporting them to achieve the best outcomes.

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 were being actively listened to through regular meetings, open discussions, and ongoing multidisciplinary involvement. Monthly meetings were held at each location, giving individuals a consistent space to express their views, preferences, concerns, and future goals. These meetings covered a wide range of topics such as wellbeing, activities, holidays, health issues, safeguarding, housing matters, and any actions they wanted staff to take.

People felt confident raising concerns and knew who to speak to if they needed help or reassurance. People said, “I can always go to the area manager if I needed to speak to someone” and “I have got emails and phone numbers for the managers. They are very prompt with their replies.”

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

Staff understood and were knowledgeable about the individual barriers people faced when accessing other services. Staff assessed people’s diverse needs in this area. Individualised support plans were then implemented which detailed how best to support people to access services safely and effectively.

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 had completed equality and diversity training and demonstrated a clear understanding of their responsibilities in this area. They were able to apply this knowledge effectively when supporting individuals.

The management team remained alert to any potential barriers people might face and ensured staff were confident in their roles. The values of dignity, respect and human rights were consistently reflected throughout people’s risk assessments and support plans.

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 care plans clearly reflected individual’s end‑of‑life preferences in a personalised and meaningful way. For example, 1 person had expressed specific wishes regarding their funeral arrangements should they become terminally ill or pass away. They stated that they would like attendees to wear the colours of a local rugby team whom they like, including blue and yellow shirts, and requested that Westlife music be played, explaining that they had a strong personal connection to both Westlife and the rugby team.

People’s preferences and goals were included in their plans. One person we spoke with told us how they were involved in interviewing new staff members to support them. This showed people were meaningfully involved in shaping their support.