Nurtrio

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 good. At this assessment the rating has changed to outstanding. This meant services were tailored to meet the needs of individuals and delivered to ensure flexibility, choice and continuity of care.

This service scored 89 (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 consistently felt heard, respected, and genuinely empowered to shape their own care. Staff worked in true partnership with people and their relatives, actively involving them in care planning and reviewing support regularly to ensure it continued to reflect individual wishes, preferences, and changing needs. Relationships were exceptionally strong; staff knew people extremely well and were highly attuned to subtle changes, responding promptly when someone needed additional reassurance, time, or emotional support. For example, one person told us about how staff had consistently gone above and beyond to support them become more independent and use strategies in times of distress and agitation, and promote their wellbeing. This person told us, "The staff are just excellent, I love them all."

Emotional wellbeing was prioritised at all times. Staff engaged with people calmly and patiently, creating safe and trusting environments where people felt confident to express what truly mattered to them. Regular welfare visits and meaningful conversations enabled staff to gain a deep understanding of people’s aspirations, strengths, and personal goals. Where people shared hopes, ambitions, or outcomes they wished to achieve, staff were consistently proactive, working creatively with people to develop personalised support that promoted independence, confidence, and a sense of purpose. One staff member told us, "I love the relationships and the bonds we have all formed. Supporting [Person's name] to live a full and meaningful life. Teaching them life skills brings deep reward and seeing them thrive and experience life to the fullest is just the best feeling in the world."

People were given choices so they could maintain their cultural practices and feel comfortable and valued. A relative told us, "Staff honour our religion, and provide support by leading or saying a prayer with [Person's name] to ensure this practice is maintained."

The provider had an exceptional understanding of the diverse health and care needs of people and their local communities, so care was joined-up, flexible and supported choice and continuity.

Staff demonstrated an exceptional understanding of each person’s individual health and social needs and consistently used this knowledge to deliver highly personalised care. Care was flexible and responsive, ensuring people received the right support at the right time. Staff worked in strong partnership with relatives, where appropriate, advocates and external professionals to ensure care remained fully coordinated. For example, staff were supporting a person by working alongside professionals and adapting care to meet the person’s mobility needs. With appropriate support and specialist equipment in place, a person was able to achieve levels of independent mobility they had not achieved before.

Information was communicated clearly and proactively, enabling everyone involved to understand people’s changing needs and ensuring timely referrals to additional services when required. As people grew older and developed additional conditions, such as dementia, staff worked closely with relevant health and social care professionals to ensure continuity of support was maintained and people’s changing needs continued to be met.

The registered manager promoted continuity by deploying familiar staff wherever possible, which enhanced trust, emotional wellbeing and consistency of care. People were actively supported and encouraged to engage in a wide range of community activities and day services, alongside maintaining meaningful connections with their wider support networks.

People and their relatives consistently told us staff knew them well, understood what mattered to them and supported them to remain active, connected and valued members of their community. One person told us, "The staff know me and my ways, we work really well together." A relative told us, "[Persons's name] is having the best life that I could wish for them. They make their own choices and enjoys a great range of activities."

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

The provider demonstrated commitment to inclusion through an extensive suite of easy‑read guidance and supporting materials, including clear pictorial documents, large‑print correspondence, and verbal explanations delivered in a structured, step‑by‑step manner to ensure full understanding.

Staff ensured people fully understood their choices, rights and care plans. Information was explained clearly using simple, inclusive language, and staff took time to check people’s understanding rather than assuming comprehension.

The provider was exceptional at enabling people to share feedback and ideas, or raise complaints about their care, treatment and support. Staff always involved people in decisions about their care and told them what had changed as a result.

People were fully supported to share their views and raise concerns in ways that worked for them. Everyone had access to clear, easy‑read information explaining how to make a complaint, and regular surveys and discussions were used to actively seek feedback about the service. We saw clear evidence that people’s views directly influenced improvements, and outcomes were shared with them so they could see the difference their voices made. For example, when people said they would like to spend more time in communal areas with others, staff worked with people to develop a communal games room which promote social engagement.

Staff consistently involved people in decisions about their care and took time to explain what had changed as a result of their feedback. For example, one person expressed their wish to become financially independent, staff supported this wish and was working with the person to ensure this was achieved.

The service demonstrated a strong, open culture of reflection and learning, with complaints used positively to drive meaningful change. People told us they felt listened to, valued, and respected, and were confident that staff would always act in their best interests with kindness, dignity, and respect.

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

Staff demonstrated a good understanding of people’s holistic needs, making appropriate adjustments to reduce barriers. Staff supported people to attend appointments and a variety of community activities. Staff were proactive in recognising when people were finding things difficult and arranged additional support.

Staff and leaders were innovative in how they listened to information about people who are most likely to experience inequality in experience or outcomes. Staff and leaders actively used this information to provide exceptionally tailored care, support and treatment in response to this.

Staff worked collaboratively to proactively remove barriers and significantly enhance people’s experiences and wellbeing. For example, one person was supported by staff who developed bespoke routines to enable this person to become more independent within the community. Staff personalised their approach which led to a marked improvement in the person’s quality of life and enabled them to demonstrate skills and abilities that had previously remained hidden.

Staff demonstrated a deep understanding of people’s life histories, identities and protected characteristics, and consistently shaped care around these factors. This created a genuinely inclusive culture where people felt valued, respected and treated fairly. Care was regularly reviewed and adapted to reflect individual needs, risks, strengths and preferences.

Staff actively promoted people’s rights, supported them to express their views and advocate for themselves, and remained vigilant to any experience of discrimination. When concerns were identified, staff took prompt and effective action to address them, ensuring people received equitable, dignified and person-centred care at all times.

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

People had end of life care plans in place that reflected their wishes, and staff understood who to contact if additional support was required. Where people chose not to express their end‑of‑life wishes, this was fully respected, and staff revisited these conversations sensitively on a regular basis.