Ami Group - The Knoll Unit and Ami Court Unit

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 provider met people’s needs.At our last assessment we rated this key question good. At this assessment the rating has remained 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 provider 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. People told us, staff knew them well and understood their choices and preferences. People’s care plans included person centred guidance about how staff should support people with all aspects of their care. The care plans were reviewed monthly or sooner if required.

We observed staff supporting people with activities they enjoyed including jigsaws and having their nails painted. People told us they got up and went to bed when they wanted.

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. People told us they were supported by a stable staff team, who knew them and their routines well. Relatives told us they felt included and staff understood their family member. Some relatives visited every day. A relative told us, “Some of the staff we know very well and they know him well. They may know him better than I do.”

The provider supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs. Information such as safeguarding and complaints were available in an easy read format for people. There were posters in the lift about how to complain with photos of the management team to help people recognise who to speak to.

There was pictorial signage around the service to support people to find communal areas such as the lounge and bathrooms. People’s bedroom doors had been personalised to support people to find their rooms.

There was an activities plan displayed around the service showing what events were planned such as music for health exercise and holy communion. There were pictorial menus around the building to help people decide what they wanted to eat that day.

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. People and relatives told us they knew who to speak to if they needed to complain. Comments included, “I would speak to one of nurses or the owner. They reassure me and they listen to me. We have worked it out together,” and “Yes, I would go directly to the owner and speak directly to her. She would deal with anything to our satisfaction.”

There were effective processes in place to investigate complaints, and this had been followed when complaints had been received. Action had been taken when a shortfall had been identified, including additional staff training when a skin condition had not been recognised quickly. The analysis of the results and action plan was displayed in easy read format around the service.

The provider had an independent survey completed every 6 months and the results were analysed. The areas for improvement identified by people were considered and an action plan put in place. For example, people had felt there was not always enough staff available. The provider changed shift patterns, so staff were more visible and additional staff were deployed to work in the lounge.

The chef explained how they supported people to design the menu. They told us, “The draft menu will be shared with people before it is finalised and will be kept under review. The changes to the summer menu are being made now and people have suggested prawns, and salad but have also asked to keep things such as liver and bacon.” They also include ‘away days’ where people try different meals from around the world, some of these meals are added to the menu when people request it, for example noodles.

The provider made sure that people could access the care, support and treatment they needed when they needed it. There were systems in place to contact the provider and the management team out of hours if there were an emergency or staff needed advice. People’s care plans included details about people’s preferences if they required emergency care.

People told us they could access all parts of the service including the outside space around the buildings. People spent time outside including at organised events in the space between the 2 units.

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. People’s care plans included people’s protected characteristics and how staff could support them. Staff understood people’s rights and promoted them when accessing health care appointments and support.

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. People had been asked their wishes around end of life care. People’s wishes had been recorded in anticipatory care plans. These could be accessed by health professionals when decisions were being made, and the person may not be able to participate.

When people had specific cultural or religious needs at the end of their life, these had been recorded and staff were aware of them.