Harley House Supported Living Ltd

On this page

• Overview
• Person-centred Care
• Care provision, Integration and continuity
• Providing Information
• Listening to and involving people
• Equity in access
• Equity in experiences and outcomes
• Planning for the future

Responsive – this means we looked for evidence that the service met people’s needs. This is the first inspection for this newly registered service. This key question has been rated good. This meant people’s needs were met through good organisation and delivery.

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.

The service made sure people were at the centre of their care and treatment choices and they decided, in partnership with people, how to respond to any relevant changes in people’s needs. A relative said, “[Staff] are all brilliant, I can't fault them. They do everything [person] needs.” Another relative described going to visit a person who enjoyed music and singing, describing how, “I could hear [person] singing from outside the window. [Staff] didn’t know I was there.”

The service understood the diverse health and care needs of people and their local communities, so care was joined-up, flexible and supported choice and continuity. A professional who worked with the service told us, “[We] have been working intensively with Harley House service and have developed a professional relationship with all staff involved in delivering the client’s care. We have had regular meetings and visited the client in their new home to support the service and care staff supporting them. They have listened to our advice, participated well with team training. The delivery of care and support for the client is continuously developing to aid the individual to access new activities within the home and the community.”

The service supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs. People’s communication needs and preferences were clearly recorded in care plans. A relative told us, “[Person] has a communication passport. [Staff] know [person] well. [Person] points to let them know what [they] would like. Makaton signing is carried out.” This meant information could be shared with people in an accessible way.

The service made it easy for people to share feedback and ideas, or raise complaints about their care, treatment and support. They involved people in decisions about their care and told them what had changed as a result. A relative said, “[Staff] ask us as parents for advice. They listen to us.”

The service made sure that people could access the care, support and treatment they needed when they needed it. Staff understood the needs of autistic people and people with a learning disability and worked hard to ensure that typical barriers faced by people were removed or mitigated against. The deputy manager was in the process of creating one-page profiles for people. This could be shared with other professionals and reduce potential barriers to care within the health and social care system.

Staff and leaders actively listened to information about people who are most likely to experience inequality in experience or outcomes and tailored their care, support and treatment in response to this. For example, we saw, and people told us about, how staff had supported them to access community facilities. People were empowered by staff to give their views and understand their rights, including their rights to equality and their human rights. Leaders and staff were alert to discrimination and inequality that could disadvantage people using the service and took action when needed.

People were supported to plan for important life changes, so they could have enough time to make informed decisions about their future, including at the end of their life. The deputy manager told us how staff supported people with, “A mantra of living life to the max every day. Doing things that make [them] happy.”