Northumberland Supported Living Service

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 service met people’s needs. At the 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.

People received personalised care that reflected their preferences, histories and strengths. Staff demonstrated a detailed understanding of people’s communication styles, behaviours and choices, which supported them to tailor care effectively. Evidence showed care planning balanced risk with quality of life and enabled people to have meaningful experiences. For example, people were supported to achieve significant milestones such as holidays through carefully planned risk management and gradual exposure approaches. Staff consistently promoted independence, dignity and social inclusion. People were supported to develop daily living skills, manage money and build confidence in their abilities. This led to improved wellbeing and reduced anxiety. Professionals confirmed care was person-centred and responsive. Staff described how people’s views were actively sought and used in care planning.

Staff worked closely with speech and language therapy, occupational therapy and falls services to ensure people received timely and appropriate care. Visiting professionals spoke positively about communication with staff and their knowledge of people’s needs. Staff took a proactive approach to recognising and responding to changes in people’s health, including early identification of deterioration and prompt referrals. This enabled care plans to be updated and adjusted to maintain safety and independence. Relatives told us staff kept them informed about changes in people’s health and involved them in discussions about care and treatment. This helped families feel reassured and supported.

Staff were effective at developing appropriate, accurate and up-to-date information in formats that were tailored to individual needs. Information about care and support was shared in ways that reflected people’s individual communication needs. They followed the Accessible Information Standard and demonstrated a strong understanding of how people expressed themselves, including non-verbal communication, and adapted their approach accordingly. Care plans contained detailed and relevant information about people’s communication methods. These were regularly reviewed and updated to ensure accuracy and clarity.

The management team made it easy for people to share feedback and ideas, or raise complaints about their care, treatment and support. People were supported to express their views and were involved in decisions about their care as much as possible. Staff used a range of approaches to check people’s satisfaction and ensure support continued to meet their needs. People and relatives told us staff were approachable and responsive. Relatives told us they felt involved and informed about their family member’s care, and people said staff listened to them and acted on concerns. Staff feedback highlighted that suggestions for improvement were considered and acted upon. There was a strong culture of openness, and people described staff as approachable and responsive.

The service made sure that people could access the care, support and treatment they needed when they needed it. The management team understood the diverse needs of people and aimed to provide care, which is joined-up, flexible and supports choice and continuity. Staff understood the diverse needs of the people and care was tailored to individuals with complex and diverse needs. They ensured people could access the same opportunities as others. For example, people were supported to engage in a range of community activities and to develop social connections.

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. Staff training and policies supported inclusive practice and awareness of equality and human rights. People experienced improved outcomes over time as a result of the care and support provided. There was clear evidence of reduced incidents and improved quality of life, linked to consistent staffing, proactive care planning and environmental adaptations. Staff worked persistently to improve health outcomes and wellbeing. This included supporting healthier lifestyles, improving diet and reducing reliance on medicines where appropriate. Staff promoted inclusion and supported people to participate in community life, which contributed to improved confidence, social engagement and emotional wellbeing.

People were supported to plan for important life changes, so they could have enough time to make informed decisions about their future, including planning for the future. Planning was proactive and holistic. Staff anticipated changes in people’s needs and responded early to ensure care remained appropriate and effective. Care planning included regular reviews and involvement of people, relatives and professionals. Staff demonstrated a forward‑thinking approach, supporting people to achieve goals and experience new opportunities. They described how they anticipated changes in health and worked with external services to plan appropriate support.