Lychgate House

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 the provider met people’s needs.

At our last assessment we rated this key question requires improvement. At this assessment the rating has changed to 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 reflected people's individual needs, preferences and wishes. Records contained personalised information about people's health, emotional wellbeing and support requirements. Where people experienced distress or anxiety, care plans included clear guidance for staff on how to provide reassurance and support in line with their preferences.

Staff demonstrated a good understanding of people's needs and preferences. A relative told us, “Staff there support each other. They all know [family member] and what their needs are.”

Staff described a person-centred culture that promoted dignity, inclusion and respect. A staff member told us, “Our aim is to create an environment where every resident feels valued, respected, comfortable, and truly at home without discrimination or judgement.” This was consistent with the feedback we received and the care records we reviewed.

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 provider adopted a proactive approach to accessing specialist support and made timely referrals to healthcare services when people's needs changed or additional support was required. Staff described advocating on behalf of people to ensure they received appropriate assessments and interventions. Although some staff told us accessing specialist services could sometimes be challenging due to external pressures and waiting times, they continued to pursue referrals, monitor people's wellbeing and seek alternative professional advice where necessary. This helped ensure people received coordinated care and support that reflected best practice and promoted positive health outcomes.

A relative told us, “Whilst [family member] does have access to specialist services, the response from some of these services can be very slow. Overall, I am satisfied there is good communication from Lychgate House regarding [family members] healthcare, but I remain concerned about the delays in accessing specialist community services that are important for their long-term wellbeing.”Feedback from staff and records reviewed showed the provider actively pursued referrals and followed up with external professionals when responses were delayed. Delays in accessing some specialist community services reflected wider pressures within those services rather than a lack of action by the provider.

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

People’s communication needs were recorded in care plans and the provider ensured people could receive information in formats tailored to their individual communication needs. Visual aids, including easy read leaflets, can be provided to support people’s understanding of their health conditions and treatments. For example, people were given accessible information on managing Type 2 Diabetes and on antipsychotic medication monitoring, enabling them to make informed decisions about their care.

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 an appropriate complaints policy and procedure in place. It explained how people and their relatives could complain about the service and how any complaints would be dealt with.

People and relatives were very complimentary about the communication at Lychgate House. A person told us, “If I have any complaints, I will go to [registered manager], and they would sort it out for me.” A relative told us, “Communication is good, and staff contact us whenever there are concerns relating to my [family member]. Likewise, if we raise any questions or issues, they are responsive and get back to us in a timely manner.” Another relative said, “I have no doubt, if I needed to complain they would act straight away.”

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

Staff worked alongside healthcare professionals and other agencies to support people to maintain their health and wellbeing and to ensure changes in their needs were identified and responded to promptly. Records showed referrals were made appropriately, and staff followed professional advice to support positive outcomes for people.

The provider worked proactively with external services and made referrals when concerns were identified. However, feedback from staff and relatives told us response and waiting times from external healthcare services could be lengthy. The provider had limited control over these delays but continued to monitor people’s wellbeing, escalate concerns where necessary and seek appropriate support to ensure people's needs were met while awaiting specialist input

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 consistently challenged inequalities and worked to overcome barriers that could affect people's experiences. They advocated for people to ensure they were treated fairly and were not disadvantaged or discriminated against. People's cultural, religious and diverse needs were understood and respected.

For example, staff and managers adapted support for a person who chose to fast for religious reasons. Suitable food and drink were made available in line with the person's preferences when their fast ended. Staff also reviewed medication arrangements and sought professional advice where required to ensure medicines could be administered safely while supporting the person's religious beliefs and choices. This demonstrated a person-centred approach that respected people's rights, preferences and protected characteristics.

Another person requested a specific taxi service because of a language barrier and found it easier to communicate with the driver. The provider supported this preference and arranged the requested taxi where possible. The provider told us, “Overall, we aim to ensure barriers do not prevent residents from accessing opportunities, maintaining their independence or being included in the community. Support and resources are tailored to individual needs, so residents are treated fairly and have equal opportunities to participate in everyday life.”

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 appropriate, staff had discussed and recorded people's wishes for end-of-life care. Care plans reflected people's preferences, values and choices, including any decisions about how they wished to be supported as their needs changed. This helped ensure people received care that respected their wishes and promoted dignity, comfort and person-centred support at the end of their lives.