Partnership Care & Support

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 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.

People’s care was personalised. One relative told us, “There has never been a feeling that the care and support from the PCS has been constructed in a 'one-size-fits-all' manner. The processes and protocols of helping [family member] live a full and valuable life have been developed around their needs, and have accommodated their personality and, insofar as is appropriate and safe, their wishes.”

The service organised staffing teams around individual people. This enabled staff to focus on their specific needs and preferences. Staff received additional training around people’s individual needs. In one case a relative participated in the training of staff around aspects of the person’s needs. This enhanced staff knowledge about people and enabled the delivery of person-centred care.

People had person-centred care plans in place. One relative told us that their family member had “a detailed adult care plan and a bespoke education plan, which they are working with as well as possible considering it's a new relationship.” Person centred plans detailed people’s needs and their preferences for how they should be met. Person centred plans also provided staff with information about people’s likes and dislikes, their behavioural support needs and the important people in their lives. This enabled staff to support people to maintain the relationships that mattered to them.

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.

The provider worked collaboratively with others to meet people’s needs. The registered manager and staff worked with other commissioners, social workers and other providers to support transitions. Once providing care and support, the provider worked with health and social care professionals, educational institutions and recreational facilities to meet people’s needs.

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

The provider made information available to people in formats they could understand. For example, people received a service users handbook when they began to receive a service from the provider. This was an easy-to-read document with large print and pictures. Similarly, surveys and tenant’s’ agreements were produced in accessible formats.

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 told us that staff listened to and involved them. One person told us, “[Staff] listen. We talk and discuss and we agree.” People were allocated keyworkers. Keyworkers are member of staff with specific responsibilities for people. These include planning activities, recording preferences, arranging appointments and maintaining relationships.

We received mixed views from relatives as to how well informed they felt the provider kept them. One relative told us, “I have not received a single weekly report or any other updates or feedback from management.” Another relative told us, leaders were “available” and responded to them “in a considered and equitable manner.” Records showed communications with relatives, their attendance at important meetings and their views reflected in needs assessments and care plans. The provider planned to improve communications with relatives through regular update reports.

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

The provider ensured equity in access. People’s needs were assessed, and their care plans showed how their needs were met. People presented with individual needs and preferences, therefore the support they required varied. The specific support people received to meet their individual needs was reviewed by the service with people, their relatives and healthcare professionals.

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.

How people experienced their care and support was regularly checked, audited and reviewed. The provider sought feedback from people, their relatives involved professionals. This information was used to measure people’s progress towards objectives. People’s needs. and the support they received to meet them, were individual. Equity in outcomes was achieved through personalised care.

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.

People were supported to plan for the future. Planning centred around aspirations, skills acquisition and greater independence. None of the people receiving care and support from the provider were identified as requiring end of life care. However, the provider was confident they could meet this need should it arise, working collaboratively with people, relatives and specialist healthcare professionals.