Age UK Doncaster

Staff and leaders worked exceptionally well with external professionals. Staff and leaders looked at realistic changes which would not feel restrictive for people but would increase their knowledge around healthier alternatives and improve their quality of life. The provider consistently recognised and respected people’s strengths, abilities, aspirations, culture, unique backgrounds and protected characteristics.The provider monitored people’s care and treatment to continuously improve it. They ensured outcomes were positive and consistent and fully met both clinical expectations and the expectations of people themselves. People were involved in their care and consented to their support.

People's needs were assessed and support delivered in line with people's preferences. Referrals were made to other professionals when necessary and in consultation with people. The provider always planned and delivered people’s care and treatment with them, including what was important and mattered to them. They did this in line with legislation.

People and relatives were highly complementary about the service they received. They told us staff were extremely caring and respectful. People were treated as individuals, were at the centre of their care and highly involved. People were supported to set goals based on their strengths, aspirations, and unique backgrounds. People felt respected and listened to and were able to exercise their choices and preferences. Staff wellbeing was promoted through training, supervision and supportive management arrangements.

People received care from staff who were trained and competent to support them safely. The provider had a proactive and positive culture of safety based on openness and honesty. Staff and leaders took appropriate actions to ensure lessons were learnt from safety events. Risks associated with people’s care were identified and managed to keep people safe. People were safeguarded from the risk of abuse. People received medicines as prescribed. Risks in relation with the care environment were identified to ensure the safety of people and staff. The provider had a robust recruitment process which ensured suitable staff were carefully selected.

People received personal care which met their needs and considered their preferences. Support was delivered in a way that promoted people’s independence and enabled them to develop confidence and essential daily living skills. Staff proactively adapted their approach to meet individual needs, ensuring everyone was empowered to maintain independence, promote their wellbeing and achieve outcomes which mattered to them. Information was provided in formats to suit individual communication needs. Everyone using the service received fair and equal access to opportunities, interventions and advice. Several opportunities were provided for people to share their views and opinions about the service. People were happy with their support and felt they would be listened to if they had to raise concerns.

The management team ensured the provider’s values were maintained. The provider’s values were ‘respectful, effective and courageous' and fully embedded into the governance framework. Staff and leaders were highly driven to providing an excellent and reliable service, which gave people every opportunity to achieve good outcomes. Leaders were visible, extremely knowledgeable and supportive, and helped staff develop in their roles. Staff felt supported to give feedback and were treated equally, free from bullying or harassment. Staff understood their roles and responsibilities and were passionate about providing a positive experience for people. The management team encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice and research.