Wansbeck Supported Living Service

On this page

• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

People were treated with dignity, patience and empathy. Their privacy and right to a full life was respected. Their preferences and choices were respected and their independence celebrated. The culture of the service was one geared towards meeting people’s individual needs. People and relatives felt the registered manager and staff team included them in decisions and ensured the culture was respectful and person-centred.

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.

People interacted warmly, calmly and in a trusting manner with staff. They enjoyed banter both ways and had clearly formed some strong bonds. One person laughed about how they consistently beat a member of staff whilst playing games; another said, “The staff deserve praise, they got me through some really rough times. I wouldn’t be here without them.”

The registered manager and staff demonstrated a strong knowledge of people’s needs throughout the inspection, and interacted with people affectionately. They worked well with each other to ensure they were flexible as a team to ensure people received the best available levels of continuity. That meant people were more often supported by staff they knew well and trusted. The manager was responsive to our feedback about how to improve the at-a-glance aspects of care planning, to build on the evident detail that was already contained. There were appropriate policies in place to ensure people’s dignity was maintained and that staff has a comprehensive understanding of people’s core needs and backgrounds.

Partners consistently told us of the warm, patient interactions they observed when visiting the service. One external professional told us, “Staff have been really sensitive helping them understand a particular healthcare need.”

Staff interacted personably and patiently with all people. They communicated at people's pace and understood their range of communicative styles, for through using non-verbal signs. They gave people the time and support to develop their own confidence and let people take the lead in conversations.

People enjoyed their freedom, individuality and choices. They had formed friendships with other service users and regularly met on that basis. The service provided a framework for people to explore their own individuality, whether that be through existing family relationships or through exploring new relationships people wanted to develop.

Staff understood what made people have a better day and what might trigger a more anxious time for them. They tailored their communicative approach based on who they were speaking with. They had a communication tool in place to help external professionals be able to communicate with people more effectively.

Partners had experienced a staff team who proactively advocated for people and anticipated the challenges they might face. They focused on how to minimize these challenges so people could get on with living the life they wanted. For instance recognizing where someone may not be able to do all aspects of cooking for safety reasons, but making sure they had the right equipment to do as much as they could.

Staff had worked hard to understand people's strengths, and the things that might unsettle them. They worked tactfully with people to encourage and explore their strengths, and to build people's confidence.

Initial assessments of people’s needs had been completed, for the most part, years previously. These were detailed and updated with more recent information from a range of sources. The service was in the process of reviewing care documentation and eventually moving to an electronic care records system, which, which the registered manager hoped would make auditing and updating simpler.

People confirmed they were involved in the planning of their care and felt valued, independent members of society. One person took part in recruitment panels and told us how motivating it was to know they had played a part in which staff would work at the service. One relative said, “They have their own car. I saw them in Asda last week. They take [person] out all the time. [Person] goes to a day centre each week. They like music and someone comes to their house once a week to share guitar playing.”

Staff helped people access the things they wanted to do locally on a day-to-day basis. They helped people make plans for holidays and other longer term ambitions. They responded to people’s request with a positive outlook rather than a restrictive one.

People were enabled to spend their days how they wanted, and were encouraged to explore new things. Staff worked hard to remove barriers or specific concerns people had. People experienced more independence since using the service, for instance, cooking, shopping, travelling on public transport, holidaying, and other leisure activities.

The registered manager used questionnaires to try and identify any additional needs or suggestions. They also communicated regularly with families to ensure they were fully considering people’s needs.

People confirmed staff were always available when they needed them. They felt supported and safe.

Staff completed daily records and were skilled at identifying and highlighting any significant changes in people’s presentation. They escalated any concerns or queries appropriately to seniors or external partners. One external partner said, “Staff have regular meetings where they go through any changes to clients needs and any appropriate training is offered. Detailed care plans are kept up to date for each client.” The provider had reviewed and rearranged staffing arrangements to ensure people’s needs were at the forefront. Staff welcomed these changes to shift patterns, as well as the additional senior member of staff.

We observed numerous instances of people approaching staff with queries and staff wer always attentive. They listened openely and took their time to understand what people needed.

Staff felt well supported and included in the culture. They received mandatory training as well as additional training to improve their skills and knowledge. The registered manager led their team well and enabled staff to raise concerns or questions if they had them. There was clear succession planning in place which helped retain staff. One staff member said, “The door is always open if there are any issues and the support has been great.”

There were appropriate wellbeing and related policies in place to support staff to attend work and to bring their best. The provider used Wellness Action plans to support staff – these considered their specific needs and how they could be supported. The move to having 7 days management cover on site was seen by all staff as a supportive move for them and people who used the service. The registered manager was responsive to feedback.