Harvey Lane

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 question good. At this assessment the rating has remained the same. 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.

We saw that people received care which was person-centred and met their needs. Where peoples need changed, processes were in place which ensured this was shared with staff. We checked that the care people was receiving was accurately reflected within people’s records. We found some minor discrepancies which the manager took immediate action to rectify.

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.

Staff worked in partnership with other professionals to ensure the persons health and social care needs were met. This involved meetings with people and their families or representatives to ensure there was a joined-up approach to achieve good outcomes for people.

The service recognised the difficulties which come with people moving between services, or from their family home to Harvey Lane, and considered how best they could support smooth transitions.

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

The registered manager was familiar with the Accessible Information Standard (AIS). This meant information could be provided to people in a range of different ways. There were policies in place to support this, and further information available to people and their relatives. People’s care and support plans outlined how they communicated. Staff had received communication training and were aware of people’s individual communication needs. People had advocates or legal representatives in place where necessary to support their communication needs.

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.

The service held regular key worker meetings between people and the staff who support them to discuss aspects of their life and care together. We saw that people were given the opportunity to share their thoughts and wishes, which were listened to and acted upon. Where people were unable to verbalise their thoughts, staff adapted the meetings to meet people’s individual communication needs, for example by using picture boards and hand gestures to seek people’s views.

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

Staff and leaders understood the typical barriers people with a learning disability or autistic people can face and worked to remove or mitigate against these. People were supported by an experienced and stable staff team who know people very well, and who worked hard to ensure people lived full lives.

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 had received training in equality and discrimination and understood how the Equality Act 2010 applied to their role. Staff treated people as individuals and made adjustments where needed. This meant people were less likely to experience discrimination.

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 our inspection, no one at the service was receiving end of life care. However, the service had considered other important life changes for people and had previously supported people through difficult times in their lives. This included sickness and ill health of relatives, or relationships with relatives deteriorating. The manager was proactive in ensuring life changes were managed sensitively and created a supportive environment for people.