Aspire Hub 1

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.

This is the first assessment for this registered service. This key question has been rated 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 service 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. Care records reflected personalised approaches, supporting people to receive care that was tailored to their preferences and circumstances.

Staff knew people well and demonstrated this through the delivery of care. Staff confidently described individuals’ needs, preferences and routines, and provided clear examples of specific actions they completed to support each person in a personalised way. Staff maintained clear, concise care plans and reviewed them regularly to deliver responsive care that met people’s changing needs.

The service 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 able to access support which was designed to meet their individual needs and preferences.

People received care and support from a consistent team of staff who knew them well. Staff worked well with health and social care professionals to ensure people received joined up input from everyone involved in their care. A person told us, “Staff make my GP appointments. Yes, I see a dentist. I have a specialist nurse. I see them every 6 months and staff arrange that for me. They see if I’m ok and whether I need anything.” A staff member said, “We work a lot with the district nurses, and they put referrals forward if we need it. We have a good relationship with them.”

The service supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs. People had their communication needs assessed, and plans were put in place to meet these needs.

The service met the requirements of the Accessible Information Standard (AIS). The AIS is a law to make sure that people who have a disability, impairment or sensory loss receive information they can easily read or understand. Communication care plans were in place and detailed how people chose to communicate and how information should be made available to them.

Information was available to people in a format or language they could understand, if this was requested. Staff were aware of people’s communication needs, what this meant for people and how to offer support with this.

The service 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.

Relatives told us they were confident the registered manager would respond to any concerns in a timely and effective way. The registered manager described how regular meetings with people, their relatives and staff were used to gather feedback and ensure individuals felt listened to and involved in decisions about their care.

The complaints policy was aligned with best practice for handling concerns. Staff told us they knew how to raise concerns and access support and were confident they would be listened to.

The service made sure that people could access the care, support and treatment they needed when they needed it. Staff understood and were knowledgeable about the individual barriers people faced when accessing other services. Staff assessed people’s diverse needs in this area. Individualised support plans were then implemented which detailed how best to support people to access services safely and effectively.

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 training included equality and diversity, and their practice was checked through regular spot checks, supervisions, and ongoing support. Policies and procedures were aligned with current equality legislation, ensuring both people and staff were treated fairly, consistently, and with dignity.

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.

Although the service was not currently supporting anyone on an end-of-life pathway, staff had all been trained and most had experienced this area of support for people. Not everyone wanted to discuss advanced plans for future care, but all were provided with an opportunity to make decisions and have these recorded. We found most people had funeral plans in place. A staff member said, “Yes, we talk to people about this. People all have pre-paid funeral plans. If the customer can’t talk about it, we would discuss it with their family.”

People were supported to pursue activities of their choosing and to work towards personal goals. A person told us, “I go to a day centre three days a week. On my support days I go bowling. I went shopping this morning.” Others spoke positively about holidays and other opportunities available to them. People described being involved in annual reviews where their aspirations were discussed and plans were developed with them to support future achievements.