Endorphins Group

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 newly registered service. This key question has been rated good.

This meant people’s needs were met through good organisation and delivery.

This service scored 82 (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.

A person-centred approach was evident, with staff taking time to understand people’s needs, preferences and interests. Managers engaged with people and their relatives to gather feedback and develop care plans, ensuring a collaborative and person-centred approach. For example, one person who enjoyed swimming was supported to access regular sessions at the request of their relatives, which had a positive impact on their wellbeing. Care planning incorporated the views of both the individual and their relatives, and relatives confirmed they were actively involved in the process and asked to review and sign off care plans once completed. Staff described the importance of being patient, approachable and building positive relationships, ensuring people felt valued, safe and supported. Managers regularly met with relatives and people to ensure they were happy with their care and treatment, and to discuss any changes required.

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.

Relatives described effective partnership working between the provider and other professionals involved in people’s care. Relatives told us staff attended multi-disciplinary meetings alongside health professionals, education staff and social workers. One relative told us, “Everyone is kept up to date.” Another relative said staff were “always present” at school meetings and reviews, demonstrating a proactive approach to sharing information and ensuring care was coordinated, consistent and responsive to people’s changing needs.

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

Staff were guided to use clear, simple communication supported by familiar signs and communication tools, and to provide regular access to sensory activities and opportunities for physical activity, such as daily walks. Care plans outlined clear, proactive strategies to support the person’s wellbeing which was supported by visual timetables.

The provider always 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.

Managers met regularly with people and their relatives which created a strong culture of listening and involvement. People and their relatives had regular opportunities to discuss how care and treatment was delivered. Relatives consistently described managers as approachable, responsive and committed to acting on feedback. One relative said, “Endorphins have been amazing, the manager puts us at ease, so we have nothing to worry about.”

Staff always involved people in decisions about their lives, adapting communication methods to meet individual needs. For example, where people were unable to communicate verbally, staff worked closely with families and used a detailed understanding of each person’s behaviours, gestures and expressions to understand their wishes and preferences. This highly personalised approach ensured people remained at the centre of decision-making and were empowered to have meaningful input into their care and support. One relative told us, “I definitely feel heard, I always do. The manager will change things if I need.”

Where incidents occurred, staff took steps to manage situations safely and communicated with families and carers. There was evidence that parents were informed of incidents and involved in decisions about their child’s care.

The provider made sure that people could access the care, support and treatment they needed when they needed it. Support was tailored to individual preferences and changing needs, enabling people to experience continuity of care, maintain choice and achieve positive outcomes.

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.

Leaders demonstrated a strong commitment to reducing inequalities by taking time to understand each person’s individual needs, preferences and circumstances. They actively sought feedback from people, families and professionals and used this information to tailor support, remove barriers and promote inclusion.

People were supported to plan for important life changes, so they could have enough time to make informed decisions about their future.

Processes were in place to facilitate regular review and ongoing discussions, with people and their relatives actively involved in care planning. This supported a person-centred approach and helped ensure people’s preferences and future wishes were clearly understood.