North of Tyne Supported Living

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

This is the first inspection for this newly registered service. This key question has been rated good. This meant people’s needs were met through good organisation and delivery. The provider ensured everyone could access the care, support and treatment they need when they needed it. Most care planning was person-centred. The registered manager and staff ensured everyone could access the care, support and treatment they need when they need it. The registered manager understood the diverse health and care needs of people and their local communities. They aimed to provide care, which is joined-up, flexible and supports choice and continuity. The staff strongly advocated keeping people at the centre of their care and treatment choices. They decided, in partnership with them, how to respond to any relevant changes in their needs. On the whole, people felt the registered manager and staff listened to them and acted on any concerns. People knew how to raise a compliant and found action was taken when concerns were expressed. The systems in place made it easy for people to share feedback and ideas or raise complaints about their care, treatment and support. Information was provided in appropriate, accurate and up-to-date formats that could be tailored to individual needs. We discussed how for people who used changes in their vocal noises as a means of communication using video, would better assist staff to understand how they shared their views. The provider had systems in place to support people to plan for important life changes, so they can have enough time to make informed decisions about their future, including at the end of their life. No one was receiving end of life care, but staff understood how to deliver this if needed.

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.

People and relatives found care and support was personalised and responsive to their individual needs. People told us their care needs were regularly reviewed and changes were made when needed. One relative said, “I have a good relationship with them all.”

Staff ensured they consistently provided care and support, which was tailored to each person’s needs. A staff member said, "The people we support have a say in their support plan, where possible so do family members. When the person is unable to, we sit with them and ask them questions to get their feedback before completing it updating any support plans."

People appeared happy with the service and staff worked with people in a person-centred manner.

People received well-coordinated and consistent care from staff who knew them well. One relative said, “They are reliable, well-presented and know [person’s name] inside out.” Staff worked closely with health and social care professionals to make sure people received joined up care, which was tailored to their needs.

Staff told us they were given clear guidance and training around how to support people, recognise changes in their needs and when to contact external healthcare professionals. Staff understood when people required support to reduce the risk of avoidable harm. A staff member said, “I feel I have a very structured and clear support network above me and one that is also extremely accessible. Whilst being a service lead I have not felt alone or isolated when I have an issue or need support. I feel the regional management team is very visible.”

One of the houses had experienced a dip in practice but visiting professionals found improvements were made. Overall visiting professionals were confident staff had the skills they needed to provide people with the right care.

Information was available to share between services, as needed, which covered people’s care and treatment needs. Staff had ensured care plans contained pertinent information about people’s needs and preferences to enable staff to provide appropriate care.

People received well-coordinated and consistent care from staff who knew them well. One relative said, “They are reliable, well-presented and know [person’s name] inside out.” Staff worked closely with health and social care professionals to make sure people received joined up care, which was tailored to their needs.

Staff were aware they could provide information in different ways and tailor these to suit people’s needs. Communication plans were in place. We discussed for people who used changes in their vocal noises as a means of communication how using a video to show this would assist staff understand what the person was saying.

Since 2016 onwards all organisations that provide publicly funded adult social care are legally required to follow the Accessible Information Standard (AIS). The standard was introduced to make sure people are given information in a way they can understand. The standard applies to all people with a disability, impairment or sensory loss and in some circumstances to their carers. The provider understood the AIS requirements and had made sure appropriate communication tools, such as easy read documents were, in place to meet people’s needs.

Relatives found staff worked closely with people and understood what they wanted. They found staff used a variety of techniques to engage their loved ones in developing their support plans. A relative said, “Staff know [person’s name] likes and dislikes. [Person’s name] does what he wants” Relatives found there had been instability in the management team and this had led to lack of visibility. This was improving now a new registered manager was in post. A relative said, “Managers change over the years.”

Staff made sure people always had the opportunity to share their views about how the care package was working for them. Staff understood the provider’s complaints procedure. They were encouraged to gather people’s feedback and treat any concern as a complaint, as they found the provider wanted to ensure the service was always developing and improving. The provider used all feedback to assist them improve the quality of care.

A complaints procedure was in place. Relatives knew how to raise concerns and did so when needed. These were investigated and lessons were learnt from any concerns raised. People were involved in decisions about their care.

People were supported by staff who knew how to meet their needs.

Staff understood how to ensure people had access to equitable to health and social care services.

The provider had a clear process for accepting referrals and this detailed the level of support the teams could offer. The staff made sure care records detailed how to access care and support people might need. They made sure care records contained pertinent information about people’s needs and preferences, which supported staff to provide appropriate care.

Staff actively sought out and listened to information about people’s experiences and using a variety of techniques (such a pictorial aides) what their aspirations were for the care package.

Staff tailored the care, support and treatment provided in response to people’s wishes and expectations.

Staff were receiving training around the use of various communication techniques such as Makaton. At 1 house the Makaton training for all staff had needed to be implemented at an earlier stage, as this would have assisted everyone to chat. This training had now been provided. The registered manager understood the importance of making it easier for people to share their views via their preferred communication method and was ensuring this was now always considered a priority.

No one was receiving end of life care, but found staff worked with people to understand their wishes for the future and this was detailed in support plans.

Staff had received training in planning for and providing end of life care and were aware of best practice. The provider promoted a positive, person-centred culture. The staff put people’s needs and wishes at the heart of everything they did.

The provider had ensured policies and procedures were in place around providing care for people reaching the end of their life. Where people wanted to discuss their end of life wishes, these were included in the care records and were person-centred. In 1 person’s care record it was unclear whether they had a DNACPR in place or not but staff acted immediately to obtain clarification.