The Old Vicarage

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 82 (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 was exceptional at ensuring people were at the centre of all decisions about their care, support and treatment. Staff worked in genuine partnership with people, taking time to understand what mattered most to them and tailoring support to reflect their individual goals, preferences, strengths and aspirations. People were empowered to make choices about their lives and were actively involved in deciding how their care should be delivered and adapted as their needs changed.

Staff demonstrated an unwavering commitment to helping people achieve outcomes that were meaningful to them. Support was focused not only on meeting people's immediate needs but also on enabling them to develop skills, increase independence and pursue personal ambitions. People were encouraged to identify goals that were important to them, and staff worked creatively and persistently to help them succeed.

People achieved a wide range of positive outcomes as a result of this approach. Examples included individuals developing their personal care skills, learning new life skills to promote greater independence, participating in activities they had not previously experienced and visiting new places that were important to them. Staff recognised that every achievement, regardless of size, contributed to a person's confidence, wellbeing and quality of life and celebrated progress alongside them.

The provider fostered a culture where people were viewed as experts in their own lives. Staff consistently focused on people's strengths and potential rather than limitations, promoting opportunities for growth, independence and personal achievement. This highly personalised approach resulted in people experiencing greater choice and control, increased confidence and improved wellbeing.

The provider understood the diverse health and care needs of people and ensured care and support were coordinated, flexible and responsive to individual circumstances. Staff worked collaboratively with people, their relatives and external professionals to deliver joined-up care that promoted positive outcomes and continuity of support.

People received care that reflected their changing needs and preferences. Staff maintained effective communication with healthcare professionals, social workers and other agencies involved in people's care, ensuring important information was shared appropriately and acted upon. This collaborative approach helped to ensure people experienced consistent support and that any changes in their health or wellbeing were responded to promptly.

Care plans contained relevant and up-to-date information to guide staff and promote continuity of care. Staff demonstrated a good understanding of people's needs and were able to provide consistent support in line with agreed plans and personal preferences. When people's needs changed, care plans were reviewed and updated to ensure support remained effective and person-centred.

The provider ensured people were given information about their care, support and daily lives in ways that met their individual communication needs. Staff recognised that people processed and understood information differently and used a range of approaches to help people make informed choices and participate in decisions about their care and wellbeing.

During the assessment, we observed personalised communication methods being used effectively to support people's understanding. Staff provided information through easy-read documents, symbols, photographs, visual prompts and other communication tools tailored to individual preferences. Key worker meetings were delivered in accessible formats, enabling people to engage with discussions and express their views. Staff also adapted their communication styles to meet people's needs, including the use of body language, gestures, objects of reference and other person-centred approaches to ensure information was meaningful and understood.

However, records did not always fully reflect the person-centred care being delivered. Daily notes did not consistently document how choices had been offered using people's preferred communication methods. In some instances, records suggested decisions had been made by staff, whereas our observations showed people had been appropriately supported to make their own choices. While this did not reflect the quality of care being provided, it indicated that record keeping did not always accurately capture practice.

The registered manager had recognised these issues and had already begun working with staff to improve the quality and consistency of documentation. Plans were in place to strengthen recording practices so that records better reflected the support people received and the choices they made.

The provider was exceptional at enabling people to share feedback, express their views, raise concerns and influence the way their care and support were delivered. There was a strong culture of listening, where people's opinions were actively sought, valued and acted upon. Staff consistently involved people in decisions about their care and ensured they understood any changes that had been made as a result of their feedback. This helped people feel empowered, respected and in control of their lives.

The provider demonstrated creativity and innovation in developing approaches that enabled people to communicate their wishes in ways that were meaningful to them. For example, one person had a personalised staff relationship chart displayed on their apartment door. The chart enabled the person to indicate how they felt about their relationships with individual staff members and communicate their preferences about who they wished to support them. This approach gave the person a simple and effective way to express their views, feelings and choices, regardless of any communication barriers they may have experienced.

Staff regularly reviewed the information with the person and responded to their feedback by adapting support arrangements wherever possible. This ensured the person's preferences remained central to decision-making and that they had genuine choice and control over who provided their care and support. The approach also helped staff better understand the person's experiences and build positive, trusting relationships.

The provider worked to ensure people could access the care, support and treatment they needed when they needed it. Staff understood people's individual health and wellbeing needs and took appropriate action to ensure services, appointments and professional support were available and accessible. This helped people to receive timely care and reduced the risk of delays in treatment or support.

People were supported to attend healthcare appointments and access specialist services where required. Staff coordinated effectively with healthcare professionals and ensured relevant information was shared to support continuity of care. Care plans contained information about people's health needs and the actions staff should take to help people access the right support at the right time.

Relatives spoke positively about the communication they received from the service. They told us they were kept informed of any changes in people's health and wellbeing and were updated following medical appointments.

The provider worked to ensure people experienced equitable care and support by recognising and responding to individual needs, circumstances and protected characteristics. Staff and leaders actively listened to people, their relatives and professionals involved in their care to understand any factors that could place people at risk of poorer experiences or outcomes and adapted support accordingly.

People received personalised care that considered their communication needs, health conditions, cultural backgrounds, preferences and life experiences. Staff demonstrated a good understanding of the barriers some people faced and took appropriate action to reduce these, helping people to access opportunities, maintain relationships and participate in activities that were important to them.

The provider supported people to plan for important life changes and future decisions, ensuring they had opportunities to express their wishes, preferences and views about how they wanted to be supported. Staff recognised the importance of forward planning and worked with people, and those important to them, to ensure future care arrangements reflected their choices and promoted their wellbeing.

Care plans contained clear information about how people wished to be supported in emergency situations and identified the people who should be involved in decision-making during these times, including relatives, loved ones and relevant professionals. This helped to ensure that people's preferences were known and could be respected if they were unable to communicate their wishes themselves.

Care plans were reviewed regularly to ensure information remained accurate, relevant and reflective of people's current wishes. This ongoing review process enabled staff to respond to any changes in circumstances and ensured people and those important to them remained involved in planning for the future.