Dalesview Partnership Supported Living

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 86 (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 involved in annual reviews as much as possible, and relatives confirmed they were regularly consulted and kept informed of changes. However, we found some inconsistencies in care records, as described in the Safe part of this report. Staff gave examples of how they ensured people received person-centred care and were seen to provide different levels of support to people dependent on their needs. One partner told us, “When visiting the home, I can see that staff have adopted a person-centred approach to all residents. I have observed that staff treat each [person] with the care, respect and dignity while focusing on their unique needs equally.” People received the most appropriate care and treatment for them as the service made individual reasonable adjustments.

The provider had an exceptional understanding of the diverse health and care needs of people with a severe learning disability, so care was joined-up, flexible and supported choice and continuity.

Staff were very knowledgeable about the diverse needs of the people they supported. A relative told us, “Dalesview are excellent in caring for people with severe to profound learning disabilities.”

Compatibility issues were considered as part of the referral and transition process, and the service carefully coordinated care and support so people could develop and build on important relationships. Three people had lived together happily and successfully for a number of years. When their mobility started to decline, the service worked proactively to secure new accommodation that met their individual needs so they could continue to live together. This meant people were supported to continually have positive outcomes.

Continuity was promoted by using small teams of staff who knew the people they supported well, and regular bank staff. There was also continuity across people’s care and treatment, because the service worked flexibly and used a joined-up approach with partners and relatives. A partner said, “Arranging visits is swift, access is always available and staff support appointments well. We are able to discuss [people’s] issues and come to an agreed treatment pathway.” Another added, “Transitions between hospitals and care settings can be particularly challenging. Dalesview ensure we are aware of any (medicines) changes made by the hospital.”

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

tailored to individual needs.

People received information that was provided in a way they could understand and which met their communication needs. A relative told us, “[Person] uses non-verbal communication, and [staff] are using photographs as a communication aid. [Person] has a visual impairment and staff position themselves so [person] can always see them.” A seasonal bulletin kept people informed of upcoming events, activities and changes at the service; and 1 team created their own pictorial newsletters to share with people and relatives.

The registered manager explained reasonable adjustments were made to overcome communication barriers, such as providing interpreters to relatives during annual reviews.

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.

Relatives were encouraged to give feedback about their experiences of care and support, including how to raise concerns. The service user guide included details of how to raise a concern or complaint, which was in an accessible format for people and the service promoted open communication. A relative said, “I am made to feel they’d expect me to tell them about any worries or concerns.” We saw evidence a relative had flagged a safety concern about a reclining lounge chair, this had been acted upon with the chair being promptly removed.

Relative surveys were sent out annually. Generally, feedback was positive, but the registered manager explained actions taken in response to issues raised.

We observed people being given the opportunity to be involved in Dalesview’s monthly service user council. Great effort was put into communicating and engaging people in ways they could understand, and encouraging feedback using signing, pictorials and colour coded voting cards. Minutes including agreed actions were circulated amongst the service in a timely manner. A staff member explained, “Comments are fed back to managers, and they are acted upon.” At the previous meeting, a person had requested outdoor plugs to enable them to have more lights at Christmas time. These were installed as a result of this feedback.

The service had recently started working with a national self-advocate group, and had been making arrangements for a 2 people to attend and be spokesperson’s for Dalesview.

The provider was exceptional at ensuring people could access the care, support and treatment they needed when they needed it.

People received care and support that was accessible, timely and in line with best practice; reasonable adjustments were made, communication barriers addressed, and premises were accessible. We observed various adaptations and specialist equipment in use throughout the service, and pictorial aids in place to support people’s communication and understanding. A staff member told us, “There are enough aids and adaptions. We are awaiting changes to an overhead hoist and the installation of a full tracking system. Everything else is in place.” The hoist and tracking system were installed shortly after our inspection.

People could access additional staff support out of normal hours and in emergencies, which removed barriers or delays to accessing care, support or treatment and protected their rights. Relatives and staff spoke about times the service had offered flexibility so people could enjoy days out, holidays and special events, or provided additional support during hospital stays. One relative told us, “Last year [person] was in hospital for over a week. The staff were amazing and stayed with [person] 24/7.”

The service was excellent at facilitating access to other services. Records evidenced people regularly being supported to make and attend routine and emergency appointments, for a variety of health issues.

Out of hours arrangements were in place and there was an on-call provision available throughout the service, which included management support.

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.

Leaders sought ways to address barriers and improve people’s experiences. We were given several examples of how the service advocated for people to secure the necessary support, funding, equipment and adaptations. The registered manager told us, “The funding calculator used by the local authority wasn’t suitable (to work out people’s specific requirements). A senior manager advocated for people and because of this, the local authority agreed they wouldn’t use it.”

The service had an up-to-date equality and diversity policy, and we saw evidence in meeting minutes and communication with the team that barriers to accessing activities were regularly discussed, and action taken to try and address them.

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’s decisions and what mattered to them was delivered through personalised care. The registered manager spoke about a person’s goal to attend an outdoor pursuit holiday and try new experiences. The person was visibly happy and excited about this.

An information pack was available to guide staff on how to spot signs people were deteriorating and approaching the end of their life, and staff had access to training as and when this was needed. However, details of people’s advanced wishes were not available in support plans for those who did not have a next of kin to make decisions on their behalf. The registered manager assured us this would be reviewed.