You First Support Services CIC

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 a previous inspection we rated this key question good. At this assessment 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.

People were at the centre of their care choices and they decided, in partnership with others if appropriate, how to respond to any relevant changes in their needs.

People received care that reflected their individual needs, preferences and wishes. They felt listened to, valued and supported in a way which was right for them. Staff understood what mattered to each person and provided support which reflected people’s preferences, routines and communication needs.

People and relatives told us staff knew individuals well and responded in ways that helped them feel understood and safe. Relatives described how staff were skilled in supporting people with autism and complex behaviours, and how this helped people feel calm and reassured.

People had choice and control in their daily lives. They were supported to make decisions about meals, activities, clothing and how they spent their time. Relatives said staff promoted people’s independence wherever possible, including supporting them to access the community and take part in activities they enjoyed. People told us they liked staff and described positive, trusting relationships with the staff who supported them.

Care plans were detailed, personalised and regularly reviewed. External professionals told us these plans were highly person‑centred and clearly described how each person should be supported. Staff worked closely with health and social care partners to ensure care remained responsive as people’s needs changed.

People’s care was well planned, consistently delivered and coordinated with other services. This helped ensure people received support that met their needs, promoted their wellbeing and adapted to changes in their circumstances.

People’s identity, culture, and personal preferences were included as part of the assessment and care planning process. Care plans were reviewed regularly and updated as people’s needs changed.

People and relatives said staff were reliable, understood their needs well and followed agreed ways of supporting them. People told us they liked the staff, trusted them and felt supported in their daily routines. Staff communicated with each other to ensure people’s routines, preferences and needs were understood. Most people had a small, stable core team, and this supported continuity of care.

Staff worked closely with external professionals to make sure people received coordinated and consistent care. Health professionals told us the provider had strong relationships with them and engaged proactively in joint reviews and planning. This partnership approach helped ensure care and support was monitored effectively and adjusted when needed.

The management team supplied appropriate information in formats that were tailored to individual needs. Staff understood the importance of communicating with people in a person-centred way to ensure people’s needs were met.

People and relatives were given information in ways they could understand. Staff explained what they were doing and why, and people felt able to ask questions about their care. Relatives told us they were usually well informed and had opportunities to share their views.

However, people and relatives also said communication had not always been consistent. Communication remained an area for improvement across the organisation, although new initiatives had been introduced to improve this.

People and their relatives were listened to and involved in decisions about their care. Staff knew people well and took time to understand their views, preferences and concerns. Relatives told us staff responded when they raised issues and acted quickly to put things right. One relative described how staff supported 1 person to adopt a healthier lifestyle after discussing concerns with them.

People were supported to express their wishes in ways which worked best for them. Staff understood each person’s communication needs and ensured people were listened to. People told us they felt comfortable speaking with staff and that their opinions were respected.

Relatives said they felt heard when they raised questions or concerns. They described good relationships with managers, who were approachable and responded promptly when contacted.

People had fair access to the support they needed, and the provider worked to reduce barriers that could limit people’s opportunities. Staff understood the individual circumstances of the people they supported, including physical, sensory and communication needs, and adapted their approaches to ensure support was appropriate.

Relatives told us staff were skilled at recognising when people needed additional help and made adjustments so that people could take part in everyday activities that mattered to them.

Staff supported people to access health care, social activities and community resources. People were supported to attend appointments, engage in hobbies and be part of their community.

The provider made sure that people could access the care, support, and treatment they needed when they needed it. Managers and staff supported people to access health care services when they needed them, and this was recorded in their care records.

People had positive experiences of care. Staff were kind, respectful, and focused on supporting people’s independence. People told us they felt cared for and valued. Relatives were complimentary about the approach of staff and described them as supportive and understanding.

People were supported to plan for future needs, aspirations and changes in their lives. Staff understood what was important to people and worked with them, their relatives and professionals to ensure plans reflected individuals’ goals and preferences.

People were supported to make choices about how they wanted their lives to develop. One person spoke about their current home saying, “It is not my forever home. I would like to move in the future.” Staff respected this and supported ongoing discussions and planning, ensuring the person felt heard and involved. People were encouraged to build skills, pursue new opportunities and develop routines that helped them move towards longer‑term goals.

Relatives told us they were involved in planning and that care plans had evolved over time as people’s needs and wishes changed.

Managers ensured staff had guidance to support people through transitions and more complex decisions. Professionals told us that managers were responsive, communicated well and played an important role in involving external professionals in people’s care. This helped contribute to positive longer‑term outcomes. The service had also strengthened its governance and communication systems to improve how it monitored ongoing change and future planning.