15 School Street

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.

Staffing was consistent, and people were familiar with the team supporting them. Staff understood individual routines and preferences, which helped build trust and continuity. The support we observed matched the information in support plans and what staff told us, confirming that care was person-centred and aligned with each person’s wishes.

Support plans included personalised sections such as “what is important to me”, which reflected people’s preferences, routines, and aspirations. These plans were regularly reviewed and updated in response to any changes in needs, which ensured care and support remained relevant and responsive.

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.

Some staff told us they had supported the people who lived at 15 School Street since childhood, continuing through to adulthood. This long-standing involvement gave staff a deep insight into each person’s life history, communication style, and changing needs, which contributed to highly personalised and effective care. This approach promoted continuity and choice, particularly through the consistency of staffing and relationships built over time.

To support joined up working with external professionals, the provider used tools such as “grab and go” sheets and health passports. These documents clearly outlined people’s health needs and communication preferences, helping other professionals understand how best to support people which ensured continuity of care across settings.

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

We observed staff communicating with people. Staff demonstrated a strong understanding of how people expressed themselves, including non-verbal cues such as pointing, guiding staff to what they wanted, and using facial expressions or actions to indicate their wishes. Staff were able to interpret these cues effectively having built strong relationships with the people they supported over time.

Information about individuals’ communication needs was clearly documented in care records which were used when people accessed different services. These records helped to ensure that other professionals involved in people’s lives understood people’s communication needs and were able to respond appropriately, promoting continuity and person-centred care across different settings.

Records confirmed what staff told us and we observed in practice, demonstrating that the provider maintained up-to-date and relevant documentation that supported effective communication and care delivery.

The provider made it easy for people to share feedback and ideas, or raise complaints about their care, treatment and support.

Easy-read leaflets about complaints and abuse were available to help people understand their rights and how to raise concerns. Where needed, advocates were requested to support individuals in making their voices heard, ensuring that everyone had equal access to expressing their views.

Staff involved people and their relatives in decisions about their care and communicated clearly about any changes made from the feedback received. Concerns raised by relatives were handled in line with the provider’s complaints policy and meetings held to clearly explain the outcomes of investigations. This ensured complaints were listened to, investigated and responded to effectively.

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

Staff demonstrated a strong understanding of each person’s diverse needs and treated everyone as individuals, promoting inclusion and preventing discrimination both within the service and in the wider community.

Staff were proactive in recognising and responding to people’s health and wellbeing needs, and the service maintained a person-centred approach that prioritised timely access to support. People’s care records contained details of appointments people had been supported to attend with staff to ensure their health needs were met.

Advocates were involved where necessary to support people in making informed choices and decisions, which ensured their voices were heard and respected in all aspects of their care needs. Health action plans were in place and tailored to people’s needs, supporting joined-up care and enabling professionals to respond appropriately.

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.

People’s care and support was tailored to ensure inclusivity and equity, with adjustments made to meet individual needs. One person had very specific food preferences, which made eating out challenging. We saw staff had worked with a regular café to find a solution, the staff took the person’s preferred food with them, purchased crisps on-site, and the café served the meal on a plate which was brought to the table alongside other people’s food. This ensured the person could fully participate in the outing and feel included.

Staff understood the risks individuals might face in the community and worked proactively to reduce these risks. Positive behaviour support plans were in place for individuals who experienced distress, outlining clear strategies for recognising triggers and de-escalating situations in a respectful and supportive way. This demonstrated the provider’s commitment to equity in experience and outcomes, ensuring that care was not only person-centred but also responsive to the unique challenges people may face.

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.

Whilst the service does not currently support people at the end of life, the provider has a clear and respectful approach to future planning. When required, discussions and arrangements will be held to ensure people are supported to make informed choices about their care and preferences at the end of life.

This approach reflected a commitment to person-centred planning and ensures that people’s wishes will be planned and considered with sensitivity and dignity at this time of their lives.