Ribble Valley Care Home

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 71 (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.

The management team and staff made sure people could access the care, support and treatment they needed when required. Staff understood the care needs of people and worked hard to ensure problems faced by people were removed or reduced.

Staff were aware of people’s preferences and needs and they said they were kept up to date if any changes happened by daily meetings and good communication with the management team.

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.

The manager told us when using agency staff they sought to employ the same staff members. This promoted a continuity of care for people.

When necessary, staff supported people to attend health appointments and welcomed health and social care professionals into the home. Management consulted with health professionals weekly to discuss new and ongoing health concerns.

The provider did not always supply appropriate, accurate and up-to-date information in formats that were tailored to individual needs.

Some care records did not hold the correct information about people’s current health needs. Some daily notes were not consistently completed. The provider took action to improve these records immediately.

People’s communication needs and preferences were recorded in care plans we looked at and we observed staff interacting positively with people. They spoke with people using plain language, crouched so they were at the same eye level and gave people time to respond.

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 and relatives knew how to raise a concern or complaint. One relative confirmed after raising a concern, they had received a response, and things had improved under the current manager’s leadership.

The provider had a suggestion box in reception, held resident meetings and had a ‘you said, we did’ folder showing what changes had been introduced following resident’s, families and staff feedback received. These included the creation of a quiet space to sit and read, a self-service refreshment area for visitors and a staff team building activity paid for by the provider.

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

The premises were accessible with signage to promote people’s independence. Ramps and a lift were in place to support people who had mobility challenges and mobility aids had been installed in bathrooms.

Referrals to specialist services such as district nurses, doctors and mental health teams were completed promptly

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 a good understanding of people. Staff adapted their approach and interactions with people to gain their views and promote positive outcomes. Care records showed people accessed specialist services when required to meet their needs.

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.

Where people had shared their end of life wishes, these were documented, known by staff and stored securely but accessible should they be required. This included DNACPRs. DNACPR stands for ‘Do not attempt cardiopulmonary resuscitation (CPR).’ It means if a person had a cardiac arrest or dies suddenly, there will be guidance on what action should or should not be taken by a healthcare professional, including not performing CPR on the person.

Feedback on the end of life care provided included, ‘Thank you for giving my Mum a loving and truly dignified death.’ And ‘Thank you for your care and kindness, right to the end.’