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 this assessment we have rated this key question 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 and they decided, in partnership with others if appropriate, how to respond to any relevant changes in their needs.

People received person-centred care that reflected what mattered to them, and staff worked with people and relatives to understand their preferences. Care plans were personalised and reflected the level of support people needed day to day. Staff supported people in a way that helped them feel comfortable and respected.

Staff encouraged people to make choices about their support and promoted people’s independence wherever possible. People were generally supported by staff they knew well, and this helped people feel safe and confident when receiving care and support.

People generally received consistent and coordinated care. 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.

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. Staff worked with external professionals when needed to ensure people received the right support at the right time. The service had systems to assess risks and monitor how well care plans were being delivered.

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. For example, one relative reported uncertainty about who to contact because “Managers have changed lots over two years” and updates were not always provided. Communication remained an area for improvement across the organisation, although new initiatives had been introduced to improve this.

People felt able to speak up if something was not right, and staff encouraged people and relatives to share their views. Relatives told us managers were responsive when concerns were raised and that they felt listened to.

Staff involved people and those important to them in decision-making and care planning. People told us they could influence how support was delivered and felt confident raising issues with staff. The provider had systems for gathering feedback, and managers were committed to improving how they listened and responded to concerns.

People had fair access to the service, and staff were committed to meeting diverse needs. People received support based on assessed needs, and staff adapted care in line with individual circumstances. For example, staff recognised when people needed adjustments to routines or sensory needs.

Relatives described challenges linked to changes in management, which at times affected how quickly adjustments could be made. However, people continued to receive care as planned, and staff took steps to ensure support was provided safely. Where the local authority reduced 1 person’s funded hours, relatives felt the impact of this but confirmed the management team continued to work with them to understand the person’s care and support needs and ensure these were met.

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 it, 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 and relatives were involved in planning future care, and staff considered how needs might change over time. Care plans were detailed, regularly reviewed and updated to reflect people’s changing needs. Staff worked proactively to anticipate risks and supported people to make decisions about their future support.

Relatives said they felt they could discuss concerns about future planning and that staff listened to them. However, one reported uncertainty when managerial changes occurred, as they were not always informed who was overseeing their family member’s care. They felt this may have created barriers to shared planning, although they acknowledged communication was improving and there was now stability across management roles.