Salutem Supported Living East

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 inspection we rated this key question good. At this inspection, the rating has remained 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 received person-centred care that was in line with their preferences, likes and dislikes. Staff and the management team knew people well and knew how they wanted to be supported. They made changes to people’s support if it became clear people wanted to be supported differently or if they discovered a new like or dislike. People’s care plans were individualised and detailed their individual likes and dislikes. We saw staff supporting people as individuals in line with their individual preferences. For example, staff supported people to take part in past times they were interested in. However, it was more difficult to see how staff were recording and monitoring if people were happy and were achieving their desired person-centred goals and outcomes. The registered manager accepted this feedback and evidence how they would address and start improving this.

The person-centred care people had resulted in some positive outcomes for them. For example, people now accessed the community regularly if they chose to do so. We discuss specific outcomes in the ‘Equity in experiences and outcomes’ quality statement of this report. One person said, ‘‘[Staff] get who I am.’’ A relative told us, ‘‘[Staff] have built a good rapport with [family member] over time and they are in a good routine following their interests and what they want to do.’’

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 supported people to get in contact with health professionals if this was necessary. People were actively supported to be a part of their community and to follow their interests outside of the service.

For example, people had been supported to have jobs, go to café’s and do their own shopping. One person happily spoke with us about what they had spent their time doing and their recent holiday which they had enjoyed. People had a consistent staff team, and the management team made the effort for staff to work primarily at one ‘supported living setting’ to promote continuity of care.

The provider supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs. Staff knew how to support people with different communication needs such as using signs or objects to help them communicate. People were supported to use equipment such as electronic tablets or visual eye gaze technology to communicate. We saw staff using a communication device to help a person make a choice about what they wanted to eat and drink.

The management team made sure information such as policies and procedures were available in easy read and accessible formats. Care plans were clearly detailed about how people communicated. One relative told us, ‘‘[Family member] cannot speak clearly but has a great sense of humour and personality. The staff really bring this out of them, and it is great to see how staff use [device] to support them with this.’’

Overall, 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 management and staff team made sure people, and their relatives were given the opportunity to feed back about their care and support regularly. Some relatives told us communication between them and the management team could be improved.

The management team discussed this with them immediately during the inspection to see how this could be better supported and improved. Staff held individual meetings with people to discuss their support and any recent experiences they had which they enjoyed. Staff took time to listen to people as they were being supported throughout the day. This enabled people to feed back about how they were being supported at every opportunity. One person said, ‘‘[Staff] are always about 24/7 for a chat if you need anything.’’ A relative told us, ‘‘Since [new management team] started there has been better communication and we feel more involved.’’

The provider made sure that people could access the care, support and treatment they needed when they needed it. Staff supported people to contact health professionals such as GP’s or the emergency services if this was necessary. They followed professionals’ advice to help make sure people were supported safely. Staff advocated for people when they went to their appointments. People were supported to use equipment to support them to be more independent if this was necessary. One person showed us the equipment they used to speak with staff and were happy about how they used this. Another person told us, ‘‘I like it here because I can get about easily and there is everything I need in relation to equipment.’’

The provider routinely monitored people’s care and treatment to continuously improve it. They ensured that outcomes were positive and consistent, and they met the expectations of people and their relatives. People had been supported to have good experiences at the service and achieve positive outcomes. 1 person had been supported to find paid employment, and this had been a goal of theirs for some time. They explained how positive this had been for them and the impact it had made on their life. Another person had been supported to speak at a conference which the provider organised. This had meant a lot to them. People had also been supported to be independent and learn new skills in relation to daily living. For example, people made and prepared their own meals and drinks or learnt to access the community independently with help from the staff team. Staff and the management team told us how important it was for people to be supported to achieve goals both in their home and in the community and how this was a primary aim for them when they supported people. One person said, ‘‘There is always something to do.’’ One relative told us, ‘‘It is lovely to see how much [family member] gets up to with the staff team.’’

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 had been supported to put plans in place for the future. Staff knew who to contact for support if people needed help at the end of their life. Most people had lived at the service for a number of years and staying there in the future was important to them. The management team told us they would support people for as long as they could meet their needs. One relative explained how grateful they were to the service for supporting their family member despite their needs changing significantly.