Alderwood

Since the last inspection the organisation has changed its name to Everyturn and there has been a change of registered manager. We completed this inspection as part of our routine programme and because of the length of time that has elapsed since the last full inspection was completed.

Overall, Alderwood demonstrated a strong commitment to delivering safe, effective, caring, responsive, and well-led care.

People predominantly moved to the service following admission into local mental health hospitals. Staff effectively supported people to develop the skills and confidence they needed to move back to their own home or into less supported living environments. Staff followed a recovery journey model of rehabilitation, and this had proved to be successful, as people were routinely enabled to go to their own accommodation. Also, staff assisted individuals to develop robust plans to deal with potential crises they might face.

Staff worked collaboratively with health and social care professionals to ensure timely interventions and continuity of care. People were supported to live healthier lives through health promotion activities and proactive discharge planning. Staff understood people's needs and how to manage any presenting risks and the assessments assisted staff to identify how to mitigate risks. Professionals praised the service for successfully rehabilitating individuals with complex mental health needs and enabling safe discharge into the community.

The provider’s ‘people team’ had ensured a robust training programme was in place. They constantly evaluated its effectiveness; in terms of the impact it had on how staff delivered the service; if it assisted staff to effectively support people to improve their mental health and whether it had assisted the organisation to embed the overriding cultural principles of ‘Here so no one struggles alone.’ The provider valued the diversity within the team. When this was going to be adversely affected because of a change in requirements for international workers the senior management and Trustees proactively changed their minimum pay scales. The People’s director was actively engaged in discussions with the government about salary sacrifice schemes and measures which would make sure there was equitable access to benefits.

The Trustees, senior managers, quality and safety team, clinical leadership teams and the management team within the service constantly reviewed the operation of the service and actively made changes as and when these were needed. The empathetic, caring and person-centred approach demonstrated by senior leaders was mirrored in the way staff worked with people in the service. Their interactions were based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and the community.

The provider’s governance department had ensured robust quality assurance measures were in place. The quality and safety team had designed systems, which readily assisted them and staff to manage and deliver good quality, sustainable care, treatment and support. They continuously looked at the systems to see where enhancements could be made. Routine service reviews were completed, and these had been nuanced to suit each location. Both senior managers and trustees took part in these reviews and completed listening exercises with people.

The service was responsive to people’s needs and feedback. Care records were person-centred, and staff acted promptly when circumstances changed. Staff enabled people to plan for the future in a proactive and sensitive way. Relatives and professionals praised the team’s ability to manage complex situations effectively.