Accede Support

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 70 (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.

The staff knew people well and were kind and caring.People received kind and compassionate care from staff who used positive, respectful language which people understood and responded well to. Respect for privacy and dignity was at the heart of the service's culture and values. This was fully embedded into the service. Without exception, relatives told us staff were compassionate, respectful, patient and kind. Comments included, “They [staff] have been amazing from the beginning. We have had some difficult situations, and they [staff] have stepped in every time to help.” Another relative said, “Honestly, they [staff] are a great bunch of people, I feel [relative] is 100% safe. The staff are so kind and caring.”

Relatives and staff felt respected and listened to. Relatives described how they were consulted if their family member's behaviour or wellbeing changed. One relative said, “They [staff] listen to me, and they [staff] will ask if there’s anything I want them to do. I have no qualms. I trust them [staff] completely.”

Staff were very keen to ensure people were supported with compassion and dignity in the same way they would like their own family to be cared for. It was clear from speaking with people, the service had achieved this.

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 treated people as individuals. People’s individual needs, including personal stories, information about preferences, interests and culture, were recorded in care plans. Staff knew people well and were able to tell us about them and their interests.

A relative said, “[Person] is very complex. They [staff] have had to learn [person’s] ways of communicating. It’s took some time, but they have built up a relationship with [person] and [person] trusts them now.”

Staff gave positive feedback about the caring nature of the service and the quality of care and support provided. Staff had completed equality and diversity training and gave constant thought and consideration to promoting inclusivity.

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

People were supported to take positive risks towards independence using a creative and comprehensive approach to risk taking. Staff supported people to promote their independence wherever possible, seeking the advice of other professionals when necessary to ensure methods for achieving goals are safe.

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 had positive behaviour support plans which identified situations, events or feelings that may cause the person anxiety. The plans included important information about how people wanted to be supported on a daily basis and what to do if the person was feeling anxious or distressed. Staff were excellent at recognising when people were distressed and provided extremely sensitive and respectful support to help manage this. The approach staff took helped create a calm and relaxed environment which helped to reduce the anxieties people experienced. Daily logs evidenced staff provided people with care in line with their needs where required.

The provider did not always care about and promote the wellbeing of their staff. They did not always support or enable staff to deliver person-centred care.

Staff gave us mixed feedback about working at the service. One staff member told us, “I find supervision very useful as it’s a chance to reflect on my work, raise any concerns, and get feedback or support on areas where I might need help.” Another staff member told us, “There's a tendency to blame staff for client behaviours rather than working collaboratively to understand and resolve underlying issues or provide adequate support and resources.”

Processes were in place to support staff to share their concerns, however these processes had not ensured that issues with well-being and morale had been addressed. The management team told us they completed recent staff surveys within the organisation. The management team advised that there was an ambition to implement meaningful action from the feedback received in the staff surveys, but they also acknowledged these improvements would take time to embed.