Potensial Limited - 1 Newlands Drive

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.

At our last assessment we rated this key questionGood. At thisassessmentthe rating hasremainedGood.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.

Staff provided person-centred support that reflected people’s individual needs, preferences and routines. Care plans contained personalised information and guided staff to deliver consistent support in line with people’s wishes. One person told us, “Staff help me shower every day, I like this” and another said, “I can choose who showers me and I always choose one of the ladies”.

Staff responded promptly when people’s needs changed, reviewing and adapting support to help maintain wellbeing and engagement. Where activities or strategies were not effective, staff adapted them to better meet individual needs and reduce anxiety.

People were encouraged to make choices and be involved in decisions about their care. Staff used personalised communication methods, including visual prompts and established routines, to support people to express their views. Families and professionals were involved where appropriate to help ensure decisions reflected people’s preferences and best interests.

Professionals spoke positively about the service’s responsive approach, reporting improved wellbeing, increased stability and greater independence for people. This demonstrated a strong commitment to delivering person-centred care that enhanced people’s quality of life.

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 were supported by staff who knew them well and understood their individual needs, preferences and daily routines. Consistent staffing arrangements enabled people to receive support from familiar staff, helping to build trusting relationships and providing continuity of care. This supported staff to identify and respond promptly to any changes in people’s needs or wellbeing.

Staff communicated effectively to ensure people received consistent support. Information was shared during handovers, team discussions and care reviews, and care records provided clear guidance on how people wished to be supported. Where people’s needs changed, care plans and behaviour support strategies were updated to ensure staff continued to provide a consistent approach.

Professionals told us that continuity of staff had a positive impact on people’s wellbeing. They said familiar staff helped people feel reassured, settled and safe. Professionals also reported that consistent support reduced anxiety and distress and promoted greater stability, particularly for people with more complex needs.

The provider supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs. People's care plans clearly described how they communicated and the best ways for staff to support their understanding. Some information was provided in formats to meet people's individual needs. We highlighted that the menu and pictures of meals on display in the dining room were very small and consideration should be given to people’s needs.

People received some information in accessible formats, including easy-read documents that used simple language, photographs, pictures, and symbols. This helped people understand important information, including how to raise concerns, express their views, and make decisions about matters that affected them.

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 and those important to them were given information about how to raise concerns or make a complaint in a way that suited their communication needs. People were encouraged and supported to share their views if they were unhappy about any aspect of their care or support.

There had been very few complaints. Where concerns had been raised, these were listened to, recorded, investigated, and responded to in a timely way. People told us they felt comfortable raising any issues and were confident the registered manager would take their concerns seriously and act to resolve them.

People were also supported to access advocacy and external organisations if they wished to raise concerns independently. Staff understood their role in supporting people to have their voices heard and knew how to signpost people to other agencies for advice and support. This helped to ensure people felt listened to and empowered to speak up when needed.

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

Staff ensured people received support when they needed it and responded promptly to changes in their needs. People had access to a range of healthcare services, including GPs and specialist professionals, and were supported to attend appointments where required. Staff worked proactively with healthcare professionals and sought advice in a timely way when concerns about a person’s health or wellbeing arose. Professionals told us staff monitored people closely, recognised changes in their condition and shared information effectively, helping to ensure people received appropriate treatment and coordinated care.

The service took a person-centred approach to supporting access to care and treatment. Reasonable adjustments were made to meet individual needs, including using personalised communication methods, offering additional reassurance and adapting support to suit each person. Staff also considered people’s cultural and religious needs when planning and delivering care. Where people were unable to communicate their views independently, staff worked closely with relatives and relevant professionals to ensure decisions were made without delay and reflected people’s wishes and best interests.

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.

Staff promoted equality, diversity and inclusion by recognising and responding to people’s individual needs, backgrounds and preferences. Support was adapted to reflect people’s protected characteristics, with staff making reasonable adjustments to communication, routines and daily support to reduce barriers and promote positive outcomes.

People were supported to access activities, healthcare services and opportunities within the community in ways that suited their individual needs. Staff adapted activities and provided personalised support where needed to encourage participation and ensure people were not excluded from meaningful experiences. Care planning focused on what people could achieve and how best to support them to remain involved in activities that were important to them.

Where people were unable to express their views independently, staff worked closely with relevant professionals to ensure decisions reflected their wishes, preferences and best interests. This helped ensure people received personalised support and had equitable access to opportunities, experiences and care that met their individual needs.

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.

Staff worked alongside people, and those important to them, to ensure they had the information and support needed to make choices about their future and maintain as much control as possible over decisions affecting their lives.

Support was focused on helping people achieve the best possible outcomes, develop independence, explore new opportunities, and maintain meaningful relationships. Staff had a good understanding of people's strengths, preferences, and long-term goals and provided consistent support to help them build confidence, learn new skills, and take part in experiences that were important to them.

At the time of our assessment, no one was receiving end-of-life care. However, the provider had appropriate policies and processes in place to ensure people would be supported with dignity, respect, and compassion should their needs change in the future.