Business Hub, Simms Cross

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 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.

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.
We observed people being engaged in activities they enjoyed and their preferences were recorded in their care and support plans for staff to follow. Some staff had worked with people a long time and knew them well. People were involved in their annual care plan review, contributing to what was written and setting meaningful goals for the year ahead. Family members commented on how much their loved one was achieving and how many varied activities they were a part of. For one person, who had a keen interest in steam trains and model railways, they were supported to attend railway events and work alongside a volunteer, and together they maintained and developed a model railway layout safely.

The provider understood the diverse health and care needs of people and their local communities, so care was joined-up, flexible and supported choice and continuity.
People were engaged in communities outside of their home, for example, one person had been supported for several years in a volunteer role litter picking at a local park. It was a social activity and had encouraged friendships. For another person, staff supported them to maintain relationships with close family and supported a weekly overnight stay. Staff and family worked together to ensure the person had the things they would need for the visit.

The provider supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs. The provider ensured people and relatives had access to information in formats they could understand and use. Easy-read information was available where appropriate, helping people to make informed decisions about their care and support. People’s communication needs were captured within support plans and information adapted to suit them. Digital tablets were used for some people to support them to understand health conditions and view information in different ways. Relatives received a quarterly newsletter from the Chief Executive, providing updates on organisational developments, service improvements and upcoming events.The provider used accessible animated resources to explain health conditions or safety notices in a way that was easy for people to understand.The provider had also introduced a Family Charter, which set out clear expectations and promoted open and transparent communication between families and the organisation. The provider developed an annual programme of workshops and training sessions for people to access. Each one focused on a different topic, giving clear, accessible information helping them to understand their rights, make informed choices and take a more active role in their care. Information wasn’t just shared, but was presented in an engaging way, using videos, worksheets and activities and there was time for questions.
People were provided with accessible information about how to make a complaint, raise a concern or provide feedback. One family member told us, “To complain, I’d go to the office, I go on occasion…they call me if they need to, I’m happy with communication.”

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.
People were actively involved in decisions about their care, support and the running of their home. Staff said they always make sure they understand how each person communicates so they can properly understand their views and preferences when supporting them. Where possible, people contributed to the development of their support plans and attended annual reviews to ensure their goals, aspirations and preferences were reflected. Where they were unable to communicate their views, family members were always invited to share their thoughts. One family member told us, “They review things all the time and regularly have a formal meeting…it’s positive, we all want the same thing.” Another family member told us, “They have been responsive, they do review and respond to [person’s] needs.”

People attended tenants' meetings and house meetings where they shared ideas, discussed matters important to them and helped shape decisions about their home and activities. The provider created further opportunities for involvement through policy pop-up sessions and workshops, where people reviewed and discussed policies and procedures affecting them, including advocacy and data protection. Relatives were also encouraged to participate through a quarterly Family Carers Advisory Group, providing feedback and influencing service development. People’s views about the support they received was captured via an annual survey, after which a results newsletter was produced, including a “you said, we did” section, showing the provider had listened and responded to feedback given.

The provider made sure that people could access the care, support and treatment they needed when they needed it. The provider made reasonable adjustments to ensure people were able to access healthcare services in ways that met their individual needs. For one person, attending medical appointments was known to cause anxiety, so an additional staff member was provided. This enabled the person to participate in appointments at a level they felt comfortable with, as one staff member could support them away from the clinical environment if they became distressed while the other continued discussions with healthcare professionals. As a result, important appointments could still go ahead without causing unnecessary distress.
Staff worked closely with healthcare professionals to support another person whose anxiety had prevented them from having blood tests for a prolonged period. By taking time to understand the person's concerns, providing them with accessible information about the processes involved and developing a personalised approach, the staff team and nurses successfully enabled the person to have a blood test in the comfort of their own home. This represented a significant achievement for the person and they said, “I am really proud of myself, I got so much reassurance from the support my staff and the nurses provided.”

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 demonstrated highly responsive and person-centred support throughout one person's healthcare treatment, ensuring they experienced care in a way that met their individual needs. During treatment, the person was consistently supported by familiar staff who helped them feel safe, reassured and able to understand the treatment process. Staff prepared the person for hospital appointments, used techniques to reduce anxiety and closely monitored their wellbeing, advocating on their behalf when they found it difficult to express their needs. They supported the person to maintain important routines, relationships and activities throughout treatment, helping to preserve their wellbeing and quality of life. The provider promoted equality and inclusion through designated Democracy Champions. These staff supported people to understand democratic processes, register to vote and make informed decisions about participating in elections.

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 were supported to plan for their future and pursue goals important to them. Future aspirations and outcomes were discussed during reviews and reflected within care and support plans, helping to ensure support remained focused on what people wanted to achieve. Staff supported people to develop skills enabling them to increase their independence, confidence and prepare for future opportunities. This included cooking and managing medicines.The provider supported people to plan for their future through advance care planning and ‘Celebrating My Life’ documents, alongside move-on plans and tenancy-ready toolkits that promoted independence and preparation for future living arrangements.

People were supported to consider and prepare for significant life changes. For example, one person had begun exploring the possibility of moving into more independent accommodation, with staff supporting them to consider their options at a pace that felt right for them. The provider also had established processes to support people moving into new homes, including personalised moving-in plans.