Aspire South West London

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. This is the first assessment for this newly registered service. This key question has been rated 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.

The provider 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.

People were treated as individuals and they received consistently good, person-centred care and support from a small group of regular staff who were familiar with their needs, preferences and daily routines. People told us they were able to make choices about their care, and these were respected. Relatives explained the provider had been responsive when people’s needs had changed. Personalised care plans had been developed for everyone who received a home care service from this agency and they were regularly reviewed and updated to reflect changes in people’s needs. A member of staff told us, “Care plans are person-centred, sufficiently detailed and easy to follow.”

The provider understood the diverse health and care needs of people and their local communities, and ensured care was joined-up, flexible and supported choice and continuity.

People received continuity of care and support from staff who regularly visited them at home. People told us staff understood their care needs and that they worked well with external health and social care professionals to consistently meet those needs. One person said, “I see the same carer every day. She knows me really well and what I need and like.” The service ensured people received continuity of care by assigning people a dedicated group of staff who really provide their care and worked well together as a team. A senior staff member told us, “I try to maintain consistent staff teams for service users so they can build strong relationships with carers they are familiar with. This helps people feel safe, comfortable, and confident in the support they receive. It also allows staff to better understand individual needs, routines, and preferences, which helps improve the overall quality of care they provide.”

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

Managers and staff were aware of their responsibility to meet people’s communication needs and make information they needed accessible. Staff collaborated closely with people, their families and external health and social care professionals to understand how each person preferred to communicate. Staff ensured information was shared with people in a way they understood. Easy to read formats were made available to people who needed to access information in this way, such as how people could report concerns and how they would be dealt with by the provider. Several care plans made it explicitly clear that staff supporting them needed to always use simple language and to speak slowly when engaging with them so they would be understood. Furthermore, some people who did not speak English had been matched with staff who spoke their first language.

Staff and leaders actively listened to information about people who are most likely to experience inequality in experience or outcomes and tailored their care and support in response to this.

The provider promoted equitable experiences by ensuring care was consistent, respectful and adapted to people’s preferences. The registered manager and senior staff assessed and planned for people’s diverse needs. They made sure barriers to providing care were identified and mitigated. This ensured outcomes were positive, and people felt understood, safe and well supported. Staff respected people’s identity, personal routines and need for consistency. Staff undertook training to understand about equality and diversity. Staff knew how to protect people from discriminatory behaviours and practices.

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.

Managers and staff worked-well with people they supported, their relatives and external health and social care professionals to help plan goals and objectives for people they supported at home. Managers and staff told us they discussed future aspirations regularly with people such as what they would like to do in the future, and this included how they wanted to maintain their independent living skills and how this could be achieved.

People did not require any support with end-of-life care at the time of our assessment. People and their families were supported to be involved in discussions and participate in decisions about their end of life care wishes, which was recorded in their care plan. Where people and their families had declined to discuss end of life care wishes these were also included in their care plan and routinely reviewed. Staff had received end of life care training.