Merryfields

On this page

• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

Caring – this means we looked for evidence that the provider involved people and treated them with compassion, kindness, dignity and respect.

At our last assessment we rated this key question Good. At this assessment the rating has changed to Outstanding. This meant people were truly respected and valued as individuals; and empowered as partners in their care in an exceptional service.

This service scored 90 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The provider always treated people with kindness, empathy and compassion and respected their privacy and dignity. Staff treated colleagues from other organisations with kindness and respect.

People and relatives told us they felt the staff were caring and compassionate and this was confirmed in our observations. A relative told us, “Yes 100 percent, they respect people's dignity.”

The registered manager told us about occasions where the staff had gone above and beyond to support relatives and people during very difficult times, providing comfort and life fulfilment. They also said a staff member always arrived 20 minutes before their shift to talk to people using the service.

Staff respected people’s privacy, such as knocking on people’s doors before entering, and ensured doors were closed when people were receiving personal care.

The provider treated people as individuals and was exceptional in how they made sure people’s care, support and treatment met people’s needs and preferences. The provider took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

Staff knew people extremely well and understood their backgrounds, interests, needs and preferences. This helped them provide personalised support that reflected what was important to each person.

The management and staff team promoted people's individuality and supported them to continue with activities and interests they enjoyed. For example, one person wanted to play the piano more often, so a piano was made available in both their bedroom and the activities room. This meant they could choose where and when they played, without relying on staff support or access to shared spaces. By adapting the environment around the person's preferences, staff enabled them to maintain an activity that was important to them and express their individuality in a way that reflected their personal interests and choices.

The provider adapted support to help people maintain important skills and hobbies. They told us, "[Person] is still able to do painting, we took the fence off and brought to him to paint it, he paints walls while we supervise." Rather than limiting the person's opportunities because of their support needs, staff adapted the environment so they could continue taking part in an activity they valued. This enabled them to maintain skills that were important to them and gave them a sense of purpose and achievement.

Another person had a keen interest in music and had worked as a local DJ. Staff supported them to organise and manage their CD collection. This helped them stay connected to an important part of their life and personal history, while continuing to enjoy a hobby that was meaningful to them.

The provider also adapted the environment to meet people's individual needs. For example, when a person moved into the service with their pet, the laundry room was relocated so they could remain together. This enabled the person to continue a valued relationship with their pet and helped them feel settled and at home, while ensuring other people were not affected.

People were supported to remain active members of their community and have their achievements recognised. One person was nominated for a local award in recognition of their long dedication to the service, including support they had given before becoming a resident. We observed the positive impact this had on the person, who appeared proud of their achievement. Staff also spoke positively about this and celebrated it with them.

There were no restrictions on relatives visiting family members. Families were welcomed and treated as an important part of people's lives. Relatives told us they felt able to visit often and were kept informed about their family member's wellbeing. Staff arranged parties and celebrations for people and their families and provided suitable spaces when younger relatives visited. One relative said, "We had a birthday lunch upstairs in the activities room, the home supplied the food, it was very nice." Another relative told us, "[Person] when they first came wouldn't sleep so I used to stay for as long as I could to settle him."

People's diverse backgrounds, life experiences and protected characteristics were recognised and respected. Care plans contained personalised information about people's spiritual beliefs, cultural preferences and end of life wishes, helping to ensure support reflected what mattered most to them. The provider also recognised the value of a diverse workforce and supported staff from different cultural backgrounds to develop their understanding of people's needs through supervision, mentoring and one-to-one support. This helped promote a culture where people's individuality was respected, differences were valued and staff were equipped to provide compassionate, person-centred care.

The provider was exceptional at promoting people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing.

The provider ensured people’s care plans included their preferences, which supported staff to deliver care that aligned with people’s choices, routines, and likes and dislikes. People were central to their care provision, and their preferences were valued in how the care was planned and delivered.

We observed people freely moving around the service and they told us that they did not have to do anything they did not want to.

People's choices and independence were respected to ensure they could participate in the life they chose to live.

We observed rooms had been adapted to reflect people's individual needs and preferences, including decorating a room to resemble a person's previous place of residence. Rather than taking a standardised approach, people were supported to create living spaces that reflected their identity, personal history and preferences, helping them feel at home. The Registered Manager said, "[Person] chose the design of their room and then when it was ready [Person] moved in." This showed people were meaningfully involved in shaping their environment and maintaining a sense of familiarity and ownership over their home.

The registered manager provided an example of how they had improved a person's experience and wellbeing. A person who had previously disliked Christmas became increasingly involved in life at the home through meaningful relationships and activities. The person later chose to recognise staff for their support by presenting appreciation awards and giving a speech at the home's Christmas celebration. This demonstrated positive relationships had developed and increased the persons sense of belonging.

The management team empowered people to maintain as much independence as possible by adapting support and the environment to meet their individual needs. For example, one person had electric curtains installed so they could continue to open and close them independently without relying on others. Rather than accepting a loss of independence, the provider identified a practical solution which enabled the person to retain choice, control and autonomy over their daily routine. People and relatives consistently told us they felt listened to and said their views, choices and preferences were respected and acted upon

The provider listened to and understood people’s needs, views and wishes. Staff responded to people’s needs in the moment and acted to minimise any discomfort, concern or distress.

Call bells were responded to promptly and were discussed at team meetings. A relative told us, “I have been around when I have heard them, no one is waiting very long at all.”

We observed staff responding to people's needs in a timely manner. For example, 1 person required support to use the bathroom and staff responded right away.

A person told us, “My TV’s been dodgy, so they got me a different one. It's sorted now anything like that they will do it for you.”

We observed equipment around the home such as hoists and standing aids. These were not always needed but were there should people using the service need additional support.

The provider always cared about and promoted the wellbeing of their staff and was exceptional at supporting and enabling staff to always deliver person-centred care.

Staff described a positive and inclusive culture where they felt valued, supported and listened to.

Without exception, staff told us they felt supported by the registered manager and their colleagues. Staff said their personal circumstances were considered when rotas were planned and any changes they needed were discussed and supported wherever possible. This helped staff maintain a positive work-life balance and contributed to staff wellbeing.

Staff spoke positively about the support they received from management. One staff member said, "Everyone gets treated the same, no one is different, [registered manager] is very supportive, does support everyone." Another said, "[Registered manager] was supportive, and boosted my confidence back up again." Staff told us they felt respected and valued, which helped them feel confident in their roles.

The service had a low staff turnover, which helped provide continuity and consistency for people using the service. Staff described a stable team that had worked together for many years. One staff member said, "A lot of our staff been here a long time and got to know each other well." This meant people received support from staff who knew them well and understood their individual needs and preferences.

Staff were encouraged and empowered to develop their skills and knowledge. They were able to undertake additional training relevant to their roles and interests, helping them provide better support to people. The registered manager spoke proudly about staff who had progressed in their careers. For example, 1 staff member had gone on to train as a paramedic while continuing to support the service when they could. This demonstrated how the provider invested in staff development and supported them to achieve their aspirations.

The management team promoted an inclusive culture and recognised the importance of supporting staff throughout different stages of their lives. For example, menopause training was available to staff of all genders to increase understanding and promote supportive working relationships.

The provider fostered a culture of continuous learning and development by encouraging staff to take on champion roles in areas including dementia, oral health and mental health. Staff developed specialist expertise and used their champion roles to share knowledge, support colleagues and promote evidence-based practice throughout the service. This helped ensure people's needs were consistently understood and met, while driving improvements in the quality of care people received.

Staff wellbeing was actively promoted through recognition and appreciation events. Staff spoke enthusiastically about an awards evening organised by managers. One staff member told us, "We had an awards night for staff, managers created an award category for each staff member, the mayor was here to help give out the awards." Another said, "Everyone was buzzing and beaming, people and relatives were chuffed as well. It helps keep spirits high." This showed how the provider celebrated staff achievements and helped create a positive and motivated workforce.

The management and staff team also supported each other outside of work. For example, they took part in a mud run to support a colleague who was raising money in memory of loved ones. This demonstrated a caring and supportive culture where staff wellbeing and personal circumstances mattered.

The provider had policies and practices in place which promoted equality, diversity and inclusion. Staff with additional needs were supported to overcome barriers in the workplace. The registered manager told us they had provided iPads for staff with dyslexia to support record keeping and documentation. This enabled staff to work more confidently and effectively while ensuring their individual needs were recognised and supported.

Staff consistently described a culture in which they felt valued, supported and respected. This contributed to high staff morale, low staff turnover and a stable workforce, which helped people receive high-quality care from staff who knew them well.