Sea Breeze

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 79 (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 decided, in partnership with people, how to respond to any relevant changes in people’s needs.

People’s support plans reflected their individual needs, preferences and protected characteristics. Staff knew people extremely well and used detailed knowledge of communication styles, health conditions and personal histories to tailor care in real time. The service demonstrated a highly personalised and compassionate approach in responding to changing needs due to deteriorating health. Staff took time to understand what mattered most to the person, including the importance of maintaining familiar relationships and continuity in their care. They worked closely with family and health professionals to ensure decisions reflected their individual preferences, history and communication needs. When it became clear, following a hospital admission, the service could no longer meet this person’s needs, the registered manager and team advocated strongly to ensure any future placement was tailored to them as a whole person. This resulted in a move to a nursing service within the same provider, enabling staff who knew them well to continue supporting them and enabling them to maintain meaningful connections with people important to them. This approach ensured a smooth and respectful transition, promoting dignity, emotional wellbeing and sense of identity at a significant time of change. Support plans included comprehensive details about how people liked to be supported. The registered manager shared examples of the way they and staff had worked with people and their families to increase trust and confidence in receiving support.

The provider deployed an online care management system which staff updated when required. Staff confirmed they could access relevant information via the app which ensured people received person centred care. We observed a culture of person-centred care. People had wide ranging activities, and these were individual to each person. Where group opportunities were available, people were asked if they wanted to participate, we saw this and some people did, either chose not to and staff offered alternatives. We observed staff consistently responding to people’s choices, including when people declined support or activities, and these decisions were respected without pressure. For example, staff offered different objects to help one person decide whether they wanted to go out, and when the person declined, staff acknowledged and respected this choice. Care and activities were adjusted to reflect what mattered to people, including meaningful social activities, holidays and sensory experiences.

A visiting professional told us, “The team works well together and shows strong commitment to delivering person-centred care… residents are supported with dignity, respect, and genuine compassion.” This demonstrated a strong person-centred culture, where responsiveness was embedded into everyday practice and people’s choices genuinely shaped their care.

The provider delivered care that was coordinated and responsive, with continuity maintained when people’s needs changed or when they accessed other services. People lived in a home where care was provided in a flexible way that supported choice and continuity of care. Many of the staff had worked at Sea Breeze for some time and they consistently demonstrated how they understood people’s needs. The registered manager and staff promoted opportunities for people to join social activities in line with their preferences. For example, one staff member told us how people were supported with social activities,” [Named person] goes out with their keyworker to, cinema, shows, swimming and likes visiting the farm.”

People were supported by staff who advocated with them to ensure they received joined up care and support. Staff worked closely with health and social care professionals, including GPs, physiotherapists, dietitians and learning disability teams. Information was shared appropriately to support safe and joined-up care. A health care professional told us, “Communication between ourselves and the home has always been good.”

The provider made sure people received information that was accurate, accessible and tailored to their individual communication needs.

People were supported with information in a range of formats, including standard, plain English and symbol-supported versions. Communication needs were assessed, recorded and met in line with the Accessible Information Standard. Staff demonstrated strong awareness of how people best understood information and adapted their communication accordingly.

Professionals consistently reported that information was shared promptly and in detail. A healthcare professional told us, “They are always able to provide me with appropriate and up to date information when I request food records or weight charts.”

This proactive approach removed barriers to understanding and supported people to make informed decisions through equitable access to information.

People were listened to and involved in decisions about their care and support. The provider encouraged feedback through surveys, meetings and ongoing discussions, and people’s views were used to inform care delivery. People and those close to them were supported to understand and raise concerns or make complaints when this was needed. A relative told us, “I am able to raise queries or concerns with the registered manager and staff, and they are acted on and dealt with.” Staff knew people well and said they would recognise if someone was not happy with any aspect of their care.

People were involved in care reviews, activity planning and day-to-day decisions. Staff responded to people’s preferences and emotional cues, particularly for people who communicated non-verbally. Feedback was also sought from families and professionals, and learning from this was used to make improvements.

People were able to access care and support in ways that worked for them and reduced barriers. The environment was accessible, and reasonable adjustments were made for people with physical, sensory and communication needs. The registered manager and staff understood the needs of people with a learning disability and autistic people and worked hard to ensure typical barriers faced by people were removed or mitigated against. For example, staff worked with health and social care professionals to ensure people accessed regular health checks and medicine reviews.

The service was fully wheelchair accessible and included adapted bedrooms, sensory spaces and accessible communal areas. Staff supported people to access healthcare, community activities and social opportunities in ways that reflected their individual needs.

Information was provided in accessible formats, which supported equitable access to services and decision-making.

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 support planning was consistent, and the provider sought to provide a person-centred service that acknowledged people’s differences and needs. The registered manager and provider were alert to potential inequality issues. Each person’s care plan identified any equality needs and how these impacted their care needs, while staff understood their role in ensuring people's equality and diversity needs were met. Staff received training in diversity, equality and inclusion. Professionals reported that people appeared happy, well supported and comfortable in their environment. A health professional told us, “Staff appear to know the [people] very well, including their preferences, needs, and communication styles… interactions are warm and personalised.”

People were supported to think about and plan for their future care in a way that respected their wishes, capacity and family involvement.

End of life care planning was in place for some people, with evidence that families had been consulted and that plans reflected personal preferences. Where plans were not yet completed, this was because families felt it was not the right time, and this was clearly documented. The provider operated a relatives’ forum to support involvement in discussions about people's future care preferences, including end-of-life planning.

For people with completed plans, care was personalised and reflected what mattered to them.