One to One Plus South

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

Responsive – this means we looked for evidence that the registered managers met people’s needs.

At our last inspection we rated this key question Good. At this inspection the rating has remained 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.

The registered managers delivered person-centred care by ensuring people were actively involved in planning their support, this made them feel listened to, valued and in control of their lives. People and where appropriate, their relatives were involved in regular reviews of their care, this provided an opportunity to discuss what was working well and identify changes in needs so that care could be adapted to suit individual abilities and strengths.

Staff took time to understand what was important to each person and supported them to make choices about their daily lives, for example, how they spent their time, what they ate and who they wished to spend time with. Care plans were detailed including preferences, routines, communication styles, and reflected individual goals. Risks had been considered in depth and people were supported to make choices to develop and maintain their own independence.
 

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 registered managers demonstrated a proactive approach to coordinating people’s care, ensuring that it was seamless, person-centred, and responsive to their changing needs. People, their relatives, and health and social care professionals were actively involved in planning and reviewing care to ensure that health goals and desired outcomes remained central to decision making.

The registered managers had built strong working relationships with partner agencies including GPs, community nurses and specialist teams to ensure that people received timely access to the support they needed.

Referrals were made promptly and professional advice was acted upon. For example, the registered managers worked with specialist teams to develop care plans specifically for the management of people’s health conditions. This meant that staff knew how to look for signs of their condition deteriorating and knew when to escalate to medical professionals.
 

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

People had a range of communication needs. Some communicated verbally, while others used methods such as British Sign Language (BSL) and Makaton. Staff received the training they needed to communicate effectively and adapted their approach to meet each person’s individual needs.

Staff knew and understood people’s communication needs well. They took time to explain information at a pace that suited people and checked their understanding to promote choice, independence and involvement in decision about their care and support. Relatives told us that communication between them and the registered managers was consistent and timely, they were regularly kept updated about changes in their loved ones needs. One relative said, “The communication is good, we are always talking to them.”

The registered managers employed deaf staff whose expertise in BSL were recognised and valued. Their skills enhanced communication in the service and helped people who used it to express themselves confidently. This promoted an inclusive environment and enabled people to communicate in a way that worked best for them, ensuring that they were listened to, understood, and actively involved in decisions about their care and support.

The registered managers ensured that people received information in ways that they could understand to support informed choices about their care. Information was produced in accessible formats such as easy read and large print. For example, house meeting minutes were produced using pictorial references to help people understand what had been discussed. Other information such as ‘How to make a complaint’ and ‘How to report safeguarding concerns’ had also been produced in easy read formats.
 

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. They had the opportunity through regular house meetings to share their thoughts, raise concerns and suggest idea that influenced decisions about their home. People were encouraged to provide feedback and kept informed of changes made to help them understand that their opinions were valued and made a real difference.

Relatives were involved where people were unable to express their views. They told us they felt included and that their opinions mattered. The registered managers promoted an open and honest culture where people felt comfortable sharing their views. Staff listened to what people said and worked with them to make changes that improved day-to-day life.
 

The provider made sure that people could access the care, support and treatment they needed when they needed it. People had access to health and social care professionals without delay, this ensured that they received the most appropriate support available to meet their needs.

We observed staff supporting people to access services that benefited their health and well-being such as reflexology and music therapy. One relative told us “[Name] really likes these treatments. They help them to relax and to feel calm. It’s an important part of [name] routine.”

The registered managers made sure that people had fair and equal access that was inclusive. People were treated with dignity and respect. Where people experienced barriers, the registered managers put appropriate adjustments in place to help them access the services they required. For example, some people who experienced distress around attending medical appointments the registered managers had arranged for them to be visited at home instead. This meant that they were in an environment that was familiar to them which help to manage their anxieties.
 

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 were encouraged to make choices about their daily lives and were supported to take part in activities and opportunities that were meaningful to them. One relative told us, “[Staff] are inventive and adaptive, they always find was to keep [name] occupied.” Another relative told us, “[Name] goes out every day, there are always staff available to support them to go out, it’s become part of [name] daily routine.”

Staff worked with people to understand what mattered the most to them and adapted support to help them achieve their personal goals. A registered manager told us, “[Name] has recently been on holiday to Rome. They want to visit China next year. Staff are working with [name] to arrange this. It’s a big trip but they know how much [name] will enjoy it.”

The registered managers monitored people’s experiences to make sure care was effective and that no one was disadvantaged because of their circumstances or individual needs. This helped to ensure that people received inclusive and person-centred care.
 

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.

People were supported to develop skills for the future, such as managing their own routines, making choices, maintaining relationships and access the community. People were encouraged to try new experiences with the right level of support to grow their confidence.

People and staff celebrated progress and recognised achievements. People’s support plans reflected their hopes and goals rather than only focusing on their needs, this included what was important to them. The registered managers understood that people with a learning disability could continue to learn, grow and achieve throughout their lives.

The registered managers worked with people to express their wishes and preferences for future care including their choices around end of life. People and their relatives were involved to ensure that their rights and views were understood and reflected. A relative told us, “ [The registered managers] understands the challenges for people with a learning disability in hospital. I feel reassured that there is an end-of-life plan at home plan, [The registered manager] has upskilled their staff to provide the complex care required so that [name] doesn’t have to go to hospital.”