Real Life Options - Long Eaton Supported Living and Outreach

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.

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

Feedback from people consistently identified staff were kind and caring and treated them with respect and dignity. People understood staff were not their friends but described them as being friendly. One person told us, “It feels like a good day with staff when it is relaxed and I know they understand me. It feels comfortable, like being with a friend.”

Staff were happy to work for the provider and felt valued. Staff consistently identified experiencing improvements across the service regarding support and communication from managers.

Feedback from professionals involved with the service was positive. The management team had worked to develop good working relationships with professionals involved in the service as part of the plans to improve the service.

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.

The provider implemented an approach to ensure the care and support provided was responsive to everyone’s individual needs and preferences. Care records were person centred and clearly identified what was important to people. The provider documented outcomes and how people were supported to achieve these.

Staff knew people well and understood their preferences on how to support them. One relative told us. “We get on well with all the staff. It is Important staff know [Name] well”.

People were tenants in their own homes, and these reflected their choices and preferences. People had expressed themselves through decoration and furniture choices.

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

The provider implemented a care planning approach to support independence balanced with managing risk. For example, to help manage a chronic health condition, support was available to help a person participate in the therapy they needed.

People were involved in planning and reviewing their own support. People made choices using their preferred communication methods, supported by staff who knew them well. One relative told us, “I get the chance to be involved in everything, and I feel staff listen to me when I make suggestions on how to support [name].”

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.

People were supported by staff who were competent to recognise and respond to changes in their health care and wellbeing needs. Staff followed procedures to report changes in people’s conditions and action was taken to address these. For example, staff understood how to support people to help them to manage during times of anxiety to reduce feelings of distress. One member of staff told us, “People we support may experience emotional dysregulation. We support people to feel safe and be confident; we enable them to thrive.”

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

The provider valued their staff. Recent changes had resulted in improved staff morale and teamwork. One member of staff told us, “The new management team have completely turned it around for staff, [their approach] has had an amazing impact for people and staff.”

Systems were in place to ensure staff were trained and competent to provide person centred support. Staff had regular opportunities for supervision and feedback. Staff were confident to use the support offered by staff in the office. Staff told us they valued the changes in management style and appreciated the access they now had to speak with and contact members of the management team. One member of staff told us, “I can tell [deputy manager] anything, they are very approachable. There is a really good management team, staff can be open and honest and talk about how they feel. This is a supportive place to work.” Another member of staff told us, “We are never on our own, there is always someone to talk to about any queries. The team work really well together.”

Staff consistently described being part of a team. One member of staff told us, “It is good to be part of a great team. Staff support and trust each other, concerns are raised and resolved before they become big issues.”