Sugarman Health and Wellbeing - Liverpool

There were systems and processes in place to keep people safe. Accidents and incidents were recorded clearly, and safeguarding referrals were made where required. People told us they felt safe and there were enough staff to support them. However, some people said staffing was inconsistent at times, so people's needs were not always met. Staff were recruited safely and were supported by the management team, although staff training was at times, out of date. Risks to people were managed safely and there were risk assessments in place which were reviewed frequently. There were some inconsistencies in people's care plans regarding staff support and the management team were working improve this.

People's needs were assessed prior to them joining the service. The management team ensured subsequent assessments of people's needs were completed to reflect changes in people's care. Where required, people were assessed by external healthcare professionals including psychologists and speech and language therapists. People were supported in accordance with the Mental Capacity Act. Staff supported people to undertake mental capacity assessments and applications to deprive people of their liberty were made where required. Staff understood the concept of consent well and enabled people to make their own choices and decisions.m

Staff supported to people to have independence, choice and control over their lives. The management team were passionate about ensuring people were supported to maintain and achieve independence. We received mixed feedback from staff and relatives in this area. People were mostly positive in their comments about being able to access the community and activities as they wished. However, some people felt there were inconsistencies in the staff who supported them, and so did not always receive support from staff who understood their needs fully. Care plans reflected the level of support people needed in their daily lives and were written in a positive and person centred way.

People were supported to experience equity in experiences and outcomes. People and staff received surveys so they could provide meaningful feedback on the service they received. People had activity plans which staff followed to ensure people accessed their local community frequently. The management team understood the importance equality and a human rights approach to care. The service focused on supporting people to live as independently as possible.

The provider was working to ensure they had good governance and effective systems for monitoring people’s care. Where people had given feedback on inconsistencies in staff support, this had not always been addressed by the previous management team. The new manager was planning to rectify this and improve oversight in this area. This was supported by input from the quality manager who had identified and begun to act upon the majority of the issues found during this assessment. The management team completed a range of audits to identify and make improvements to the service people received. There was a focus on continuous learning and there were processes in place to support this. People’s care was amended to reflect their changing needs and following accidents and incidents. The management team understood the importance of delivering care in line with the Right Support, Right Care, Right Culture guidance.