Ashington Gardens

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.

Under the previous registration we rated this key question requires improvement. At this assessment the rating has changed to good.

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

This service scored 68 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The registered manager 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. Decisions about how people were supported were taken with them and with the support of their relatives. Care plans detailed people’s life stories and the journey they had taken to reach the home and the life they were currently leading. People’s individual backgrounds and former experiences shaped the way the currently presented and this was important for staff to know. Staff placed people at the centre of decision making and when support was needed, worked to achieve positive outcomes in their best interests. Care plans reflected this person-centred approach, clearly describing people’s preferred routines and support needs.

There were some shortfalls in how the registered manager understood the diverse health and care needs of people, so care was not always joined-up, flexible or supportive of choice and continuity. The new registered manager had acknowledged the issues that arose from a safeguarding incident earlier in the year. During that incident there was a shortfall in the communication between the service and some professionals and this had led to misunderstandings and some incidents relating to people’s support not being fully reported. Previously unreported periods of distress had not been identified or reported resulting in a delay in other support being secured. Lessons had been learned and the new registered manager was keen to embed learning and best practice. People’s health and social care needs varied from person to person and this was now understood by the staffing team and managers. Care plans had been updated to show details of other professionals involved in supporting people and the dates and times of any visits, actions or interventions. The registered manager responded quickly to any changes in people’s needs and this included medical diagnoses that required immediate staff training and to provide a safe environment and atmosphere for people to live in. One professional told us about the responsiveness of the service in the event of recent changes to a person’s needs and presentation.

The registered manager supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs. People’s communication needs were met. Needs were varied with some be able to communicate verbally and others not at all. There were a variety of communication aids available including pictorial representations of objects, tasks and people. For example, in the kitchen, cupboards and drawers were clearly marked with signs to demonstrate where utensils and foodstuffs were kept. Most documents were available in easy read versions. Staff sometimes used their mobile phones or tablets to write things down and some people were also able to use this method of communication. The registered manager and all the staff team were aware of the Accessible Information Standard (AIS) which is a legal requirement that all people in care settings receive information in an accessible way. This requirement was fulfilled at the home. Care plans described how people presented when in pain using a pain profile to describe outward physical signs that staff knew how to interpret.

The registered manager did not always make it easy for people to share feedback and ideas, or raise complaints about their care, treatment and support. Staff did not always involve people in decisions about their care or tell them what had changed as a result. Most relatives told us that a weekly written update, reporting on what their loved one had been involved in, achieving during the week, was received but was usually 3 weeks late which made the information of little use. However, they also said that day to day communications were effective and that they were always informed of any incident, positive or negative. Although there were no formal processes for gathering views from relatives about the service, the registered manager did regularly speak with relatives and provide an opportunity for them to raise any issues, concerns or other feedback. A relative told us, “We get telephone calls and emails although not anything official like a questionnaire but we have near daily opportunities to feedback.” A complaints policy was in place although most relatives were unsure where to find this. However, relatives were confident to raise issues, complaints or concerns and most told us they would approach the registered manager directly. They expressed confidence that matters raised would be addressed. A relative told us, “I would always go to the manager. Early on there were a few issues I had to raise but I was listened to and things got sorted.”

The registered manager made sure that people could access the care, support and treatment they needed when they needed it. People had the access they needed to other health and social care professionals resulting in them receiving the support they needed in a timely way. Care plans documented regular appointments and reviews with professionals and gave details of any changes in support that was required. Professionals told us they had good lines of communication with the service and that they were contacted immediately when needed. Professionals were able to get quick access to people and their care records to ensure they delivered the most appropriate advice and treatment.

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. People were able to live their lives to the full and to be involved in activities that suited them and that they wanted to take part in. Most people had routines that they liked to follow, much of which centred around attending college each day. They were then however able to spend their time as they wished, some were involved in outside activities such as attendance at a local gym. Others preferred to remain at the home after college and play games or spend time quietly in the sensory room or their own rooms. A person told us, “I like going on the computer, games are all right.” Relatives confirmed that their loved ones had plenty of choice about how they wanted to spend their time with one saying, “Activities, yes very much so. They get choice, they like walking for example.” A staff member told us that every Monday they had 1 to 1 meetings to discuss both food choice and activities for the week ahead. Although not always rigidly stuck to it did provide a framework each week for people.

People were supported to plan for important life changes, so they could have enough time to make informed decisions about their future. People living at the home were all scheduled to leave at a certain age, when they had completed their college work and move on to either supported living environments or other suitable accommodation that met their needs. Discussions were had with people and their loved ones to prepare them for these moves and how best to support them and what they might need looking forward. People supported were young adults and end of life discussions had not taken place although discussions had been recorded with parents about support needs in the event of a person needing a longer stay in hospital.