FitzRoy Supported Living - Uckfield

On this page

• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

Caring – this means we looked for evidence that the provider involved people and treated them with compassion, kindness, dignity and respect.At our last assessment we rated this key question Good.

At this assessment the rating has remained Good. This meant people were supported and treated with dignity and respect; and involved as partners in their care.

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 always treated people with kindness, empathy and compassion and respected their privacy and dignity. Staff treated colleagues from other organisations with kindness and respect.

Staff knew people very well and how best to support them. Staff talked about how some people liked to be shown affection and ‘liked a hug’ while others were less tactile. Staff put themselves out to help and support people. For example, the deputy manager started work very early one day to ensure a day trip to France went smoothly.

The approach of staff was warm, kind and caring but also friendly. Interaction between people and staff was genuine, relaxed and respectful. One person said, “Staff are kind and support me.” Conversations between staff and people were light-hearted with a good level of humour and laughing enjoyed by both.

Relatives complimented the staff and said they were kind, caring and genuine. Comments included, “Staff are amazing.” “All staff are genuinely caring.” Relatives shared how staff were caring and compassionate to them too, recognising the stresses and strains that family members live with. One told us, “Staff notice things and support me too. They noticed that I do not the same energy so now drop [person] off to me, rather than me collecting.”

Staff ensured people’s own accommodation was respected and seen as their own home. One person discussed with the deputy manager about only having people they wanted to come into the bungalow. Reassurances were given that this was the case and how this was managed.

Some labels had been used on bedroom furniture to record the content. These were removed once highlighted to the deputy manager who consulted with people around their preference.

Staff had a good relationship with colleagues from other organisations and treated them with respect and in a professional way. Visting professionals told us, “I have found staff to be incredibly caring and always advocating in the best interests of the patients.”

The provider treated people as individuals and made sure people’s care, support and treatment met people’s needs and preferences. They took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

Staff responded and supported people in an individual way. They recognised the different personalities and interests of each person. People had different hobbies and interests, and these were reflected in how they spent their time.

Staff reflected on people’s preferences, and how these were accepted and taken account of during the day. For example, some people preferred some time alone, some quiet time so staff ensured this was available to them.

People were encouraged to set goals, and these were discussed with allocated key workers. This supported people to plan and look forward to achieving something or enjoying a much looked forward to event. This had included trips to France and other trips abroad.

One person told us how much they enjoyed their time at the day centre and trips to the beach. At the day centre they enjoyed painting and producing paintings this supported and demonstrated their individual strengths were being encouraged and appreciated.

Relatives were confident that people were treated as individuals and staff knew what they wanted to do. One said, “They get them out and about. They help them to do whatever they want. Staff know them very well and they are very settled here. They can make decisions about things. They have their own social time, and the staff make the most of this allocated time. They were involved in some gardening as well with one of the staff members.” Another said, “Staff are creative with doing different things with [person]but support and encourage her with her interests.”

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing

People had different abilities and needs, staff encouraged and supported people to be as independent as possible. One person was able to express how important it was to them to be ‘independent’. “I like my independence. I can say what I want and what I don’t want.” “I go to the day centre on my own, the staff just drop me off, I like my independence.”

Staff were creative in promoting independence. For example, a talking watch was sourced for one person so they could tell people the time when asked. This was a positive outcome for this person. The kitchen units had been adapted so they can move up and down. This enabled people who used wheelchairs to work at these surfaces and to be more independent in the kitchen They found making drinks and snacks easier and could be more involved in food preparation and cooking. One person did not like cooking but did help with some chopping of vegetables.

Visiting professionals were confident that people had their independence promoted, choices responded to and had control over their lives. One said, “I observed that my client was relaxed and was given the autonomy to express their views and share how they were supported within the service. The reviews highlighted that the service took client’s views into consideration and allowed to engage in services that they enjoy.” Another said, “People were able to make own decisions about their social activity and what they wanted to do.”

Staff knew how important family and friends were to people and worked to support these relationships. One relative said, “They support my relationship with X as they facilitate contact no barriers to any visits or trips and they help with visits. They have even helped to allow other family members to drive his car giving more options for trips.”

People were supported to do activities of their choice. Some attended day centres and others enjoyed day trips and outings. People had opportunities to go out for meals and café trips, they went shopping for personal items and food. One person was very happy going to the local supermarket where they were well known. One relative told us, “They support them to do lots of things. They have recently started horse therapy.”

The provider listened to and understood people’s needs, views and wishes. Staff responded to people’s needs in the moment and acted to minimise any discomfort, concern or distress.

Observations confirmed staff were attentive and responded to people’s need as and when people needed them. For example, staff were available when people needed reassurance or wanted to talk about something that was upsetting them. Staff were skilled at recognising any factors that could trigger an emotional response and responded quickly. For example, one person was concerned about a new visiting professional and needed re-assurance for the reason of this visit.

Staff knew people well and recognised changing moods and emotions and how best to support them. Support plans included positive behaviour support and provided detailed guidance on how to anticipate and meet people’s needs quickly and in ways that reduced and mitigated discomfort and stress.

The provider cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care.

Staff talked about an improved culture and atmosphere in the service. Staff enjoyed working at the service saying they ‘loved’ it. They told us the staff team was more stable, and they felt valued and listened to. One said, “The culture here is good, we all get on well and all act professionally. We have the best team now; we all support each other. People seem happy, the atmosphere is good and it’s a good place.” Another said, “If I have any questions they are answered, it’s easy to talk to staff here. I don’t feel there are different levels, you are all the same and the same level, so respected for what you do.”

Staff told us they were well supported and were complimentary of the current management structure. They also felt able to talk to any of the managers throughout the organisation. A staff member said, “I am not worried about talking to the regional manager they are all approachable.”

There were a number of schemes to support staff well-being and to show the organisation appreciated their staff. This included gift cards, pay bonuses and a staff thankyou gift each year. Staff surveys were completed and responded to. For example, staff feedback indicated they wanted to see more of the senior management, an opportunity was shared to meet the directors.

A number of health benefits were also available to staff that included support from a GP and mental health advice service, along with financial support with eyesight and dental treatment.