Three Cups

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.

This is the first assessment for this newly registered service. This key question has been rated 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.

People told us they were involved in reviewing their care and support, and their views, preferences and feedback were reflected in their care plans. This helped ensure care was personalised and responsive to what mattered to them. One person told us, “Staff went through my care plan with me, so everything I need support with is included for staff to see.”

Staff said they knew people well and used clear, accessible care plans to provide support in line with people’s needs, wishes and choices.

Staff where confident managers would respond promptly to concerns about people’s needs or wellbeing. They described an open, supportive culture where they felt listened to and valued, which helped them provide responsive care

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 valued the support they received and spoke positively about staff, which helped them feel satisfied with the service. One person said, “Staff are kind and helpful. I feel listened to and supported when I need help.”

Staff completed daily care notes, which supported communication across the staff team, continuity of care and awareness of any changes in people’s needs.

Managers promoted consistency by investing in staff development. This helped people build trusting relationships with staff who knew them well. he registered manager said, “Staff development is key to ensuring staff provide [people] with the right care and support they need and deserve.”

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

Family members received copies of people’s care plans and were able to review and request changes were needed. This supported transparency and involvement in decisions about care.

Staff knew how to access policies and procedures in electronic and paper formats.

Each person had a communication plan, reviewed and updated as needed, which reflected their individual needs and supported person-centred care.

Staff received communication training to support people with a range of needs confidently and effectively.

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 told us they felt listened to by staff and the management team. One person said, “Staff do listen. It has taken me some time to tell staff how I am feeling, but I am getting there.”

Staff involved people and their families in decisions about their care and communicated any changes made as a result of their feedback.

The provider sought feedback from staff, people using the service and relatives through surveys. This gave stakeholders opportunities to share their views and contribute to service development.

Staff told us they listened to people and families to support ongoing improvement. One staff member said, “We always encourage people and relatives to share their views, and we use their feedback to help improve the service.”

The provider had effective systems to manage complaints. At the time of our inspection, there were no open complaints, and we saw that a previous complaint had been addressed and closed.

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

Relatives gave positive feedback that people were treated fairly and supported by staff who understood their needs. Their comments indicated the service worked to reduce barriers and provide inclusive, person-centred care for people with learning disabilities and autistic people.

One relative said, “Staff keep us informed and always respond quickly if we have any concerns. We feel reassured that our family member is well supported.”

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.

People told us staff understood their needs and provided care that reflected their preferences, strengths and vulnerabilities. Staff completed Oliver McGowan Mandatory Training on Learning Disability and Autism, supporting informed and responsive care.

Staff said they felt able to speak up about poor practice and were confident concerns would be acted on. One staff member said, “Managers listen and take action when needed.”

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.

At the time of assessment, no one was receiving end-of-life care. The provider had an end-of-life care policy and staff had completed relevant training, ensuring guidance was available to support safe, compassionate care if needed.