Fylde and Wyre Short Break Services

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 assessment we rated this key question outstanding. At this assessment the rating has changed to good. This meant people’s needs were met through good organisation and delivery.

This service scored 79 (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 was exceptional at making 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 plans were person-centred and reflected their physical, mental, emotional and social needs; and people were observed to receive care in line with their needs and choices. A partner told us, “During my visits to the service, I observed a positive, person-centred approach to care and support.”

The registered manager explained how the team worked with people and relatives to improve people’s care and ensure it aligned with their preferences. One relative had created a document detailing the person’s likes and dislikes, communication preferences and other key information. This information had been incorporated into their care plan and shared with the staff team.

When people’s needs changed, the service worked with relatives and other services to review options and make the appropriate adjustments to people’s care. One person regularly communicated their needs, emotions or distress through behaviour. Work had been undertaken to speak to relatives and analyse behaviour patterns, with staff support being reviewed to enable them to do more for themselves. This approach was working well and had reduced the person’s agitation.

Reasonable adjustments were made when people’s needs changed. For example, people were allocated a bedroom dependent upon their individual needs, and additional support or equipment was requested if this was required.

The provider understood the diverse health and care needs of people with learning disabilities or autistic people, so care was joined-up, flexible and supported choice and continuity.

Staff received an in-depth induction and ongoing training to help them understand the needs of the people they supported. For example, learning disability and autism training and positive behavioural support training.

Several staff had worked for the service for a number of years and staff absences were covered by a team of regular casual staff, meaning continuity of care was good.

The registered manager gave examples of how the service had worked flexibly and collaboratively with relatives, day centres and people’s personal assistances; to ensure care was joined-up, including during emergency placements.

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

The provider’s welcome booklet and introduction letters included information about the services offered by Fylde and Wyre Short Break Services and clearly outlined details of charges, terms and conditions.

Some documentation was available in easy read and/or pictorial versions for people who needed support with written communication. For example, comments and complaints forms and menus. The registered manager explained that people had access to communication tools such as now and next boards which were used to provide them with information about their upcoming support and activities.

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 provider had a robust complaints policy and information about how to complain was available in the welcome booklet. Relatives felt comfortable complaining, knew how to raise a complaint and confirmed appropriate action had been taken following concerns they had raised.

There was a suggestions box in the vestibule of the service and QR codes to online surveys were displayed, enabling people and their relatives to give feedback easily. Annual surveys were sent to relatives and a ‘You said, we did’ poster detailed the improvements made in response to feedback.

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

The service including outside areas was accessible; it was single storey with wide doors for wheelchairs, adapted bathrooms and handrails in place. There was a large, outside space with footpaths, raised flower beds and outdoor furniture. Where required, people had access to equipment such as hoists or specialist beds; and those with sensory needs had access to the onsite sensory room and a sensory bath.

The registered manager explained there was a rota to ensure management support was always available including out of hours or in an emergency. They were regularly on call to organise and facilitate any emergency placements.

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.

The provider’s welcome booklet stated, “Fylde and Wyre Short Breaks are proud to offer a service promoting equality, diversity and inclusion.” A recent newsletter had been shared with staff about LGBT+ history month, to improve their understanding about appropriate language and promote the use of preferred terminology.

Staff received training in equality and cohesion to support their understanding of people who may experience discrimination. We received no feedback to indicate people who used the service were discriminated against.

People were supported to plan for important life changes, so they could have enough time to make informed decisions about their future.

The registered manager explained the difficult conversations they had held with some relatives about plans for people using their service. For example, if a relative’s health was deteriorating and they were struggling to care for people in the family home. Where required, the service supported transitions between the family home and supported living placements; helping people improve their independent living skills and supporting them to make decisions about their future care.

At the time of our inspection there was no one being supported, who required end of life support. However, for those with a Do Not Attempt Cardiopulmonary Resuscitation (DNACPR) in place, a copy of the form was kept with their care plan. Death, dying and bereavement training was available to staff as and when this was required.