Voyage (DCA) Doncaster

Staff listened to concerns about safety and investigated and reported safety events. Lessons were learnt to continually identify and embed good practice. Staff listened to concerns about safety and investigated and reported safety events. The provider worked with people and healthcare partners to understand what being safe meant to them and the best way for this to be achieved. Staff provided care to meet people’s needs which was safe, supportive and enabled people to do the things which mattered to them. The provider made sure there were enough qualified, skilled and experienced staff, who received effective support, supervision and development. They worked together well to provide safe care which met people’s individual needs. The provider made sure medicines and treatments were safe and met people’s needs, capacities and preferences. Medicines were managed safely.

People's needs were assessed appropriately and their care plans were detailed and person-centred. People were involved in reviews about their care and support needs. 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. They worked to develop evidence-based good practice and standards. People were involved in planning and reviewing their care plans and support packages. Staff supported people to live healthier lives and where possible, reduce their future needs for care and support. The service was working within the principles of the MCA and appropriate legal authorisations were in place, through the Court of Protection.

People had dedicated members of staff in their support teams which enabled good quality care which was consistent. The provider treated people as individuals and made sure people’s care, support and treatment met people’s needs and preferences. People were supported to have choice and control over all aspects of their lives. The provider cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care.

People’s care and support was person-centred and this was reflected in their care plans and risk assessments. 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. The provider made it easy for people to share feedback and ideas, or raise complaints about their care, treatment and support. Staff involved people in decisions about their care and told them what had changed as a result. Staff recognised and responded to changes in individual’s needs and people had active involvement in choosing and partaking in meaningful activities. The provider had considered end-of-life discussions with people they supported and the provider recognised people needed to be fully prepared for these types of conversations to mitigate any impact on their emotional health and well-being.

The provider had a consistent approach to supporting a shared vision and culture of support which was reinforced by training and reflective practice. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty. The registered manager was well organised and led and managed the service effectively. The provider had clear systems and processes in place to review the quality and performance management of the service. The provider carried out regular reviews and compliance visits. The provider focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people.