Stonecroft

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.This is the first assessment for this service. This key question has been rated good. This meant people’s needs were met through good organisation and delivery.

This service scored 82 (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 was exceptional at making 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 were exceptionally well supported as individuals, in line with their needs and preferences. Staff and the registered manager knew all the people who used the service extremely well. This was demonstrated during the inspection as well as feedback from people and relatives. This meant people consistently were the focus of care planning arrangements and this helped to ensure their aspirations were met.

People’s individual needs, preferences, and future wishes and expectations were central to the delivery of care and support, which was evidenced in the positive outcomes that people experienced. This was demonstrated by the improvements in people's overall health and wellbeing. For instance staff used reassurance and personalised planning to support one person to overcome anxiety about healthcare appointments, enabling them to attend psychiatric and GP appointments and access essential healthcare support. A relative told us staff had supported their family member to develop effective coping strategies and improve their emotional resilience. As a result, the person was better able to manage change and situations that may previously have caused distress or anxiety, leading to improved emotional wellbeing and a better quality of life. People were supported to understand and learn about their health and were involved in decisions about their care.

Staff fully understood the principles of person-centred care and how to apply this in practice. Staff said people were absolutely at the heart of the service. The management team's primary focus was to develop people's skills and confidence and provide them with the tools needed to live more independently. This was evidenced in the many examples where people's lives had significantly improved. For instance, people who had previously presented with high levels of anxiety were happy, calm, and enjoyed activities they had never experienced before. Staff demonstrated how their personalised approach positively impacted people's lives. For example, one person did not use spoken words when they first moved into the service. Staff provided tailored support, encouragement and opportunities to develop communication skills. As a result, the person began using a number of words to express their wishes, preferences and choices.

Staff consistently expressed pride in their work and demonstrated a strong commitment to providing high-quality care and support. Regardless of their role, staff spoke enthusiastically about the people they supported and their determination to help people achieve the best possible outcomes.

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’s care and treatment was delivered in a way that met their assessed needs from services co- ordinated and responsive services. We saw evidence people regularly accessed GP and other community health services. Recommendations from health professionals were recorded and shared with staff. Records showed if people’s needs changed, further advice was sought, and care was adapted to meet those needs.

The provider 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. This included the use of communication aids as well as how best to talk with people, so they were able to process information. Staff told us they had information about and understood people’s communication needs from care plans meaning they could support people to fully express themselves.

The provider was exceptional at enabling people to share feedback and ideas, or raise complaints about their care, treatment and support. Staff always involved people in decisions about their care and told them what had changed as a result.

The service adopted a creative and person-centred approach to involving people and their relatives in developing care plans. Staff actively engaged people in decisions about their care and support, ensuring plans reflected their wishes, preferences, strengths and goals. This approach placed people at the centre of planning and empowered them to take an active role in shaping their lives.

Staff carefully balanced risk management with the promotion of independence, enabling people to maintain as much choice, control and autonomy as possible. They encouraged people to make their own decisions and supported them to take positive risks that enhanced their confidence, skills and quality of life.

Staff consistently gave people the time they needed to listen, process information and express their views. They adapted their communication styles to meet individual needs and ensured people could participate fully in decisions about their care and support.

Staff respected and valued people's choices and, wherever possible, accommodated their wishes and preferences, including those relating to protected characteristics, cultural backgrounds and religious beliefs. This inclusive approach ensured people received support that reflected their identity, values and individual circumstances.

The provider made sure that people could access the care, support and treatment they needed when they needed it.

People told us they were supported to access the services they needed. We saw evidence of timely referrals to other professionals, such as speech and language therapists, GP’s, physiotherapist, learning disability nurses and mental health practitioners. People were supported to attend appointments with their dentists, opticians and chiropodists. Feedback received from external partners highlighted how managers and staff recognised when people required additional support and made timely referrals to relevant services to help meet their needs.

People were supported to access these services through easy read documents if required and involved people’s family or advocates where appropriate. Hospital passports were used to help support people to receive any support they need if they were admitted to hospital.

Staff and leaders were innovative in how they listened to information about people who are most likely to experience inequality in experience or outcomes. Staff and leaders actively used this information to provide exceptionally tailored care, support and treatment in response to this.

The provider ensured its policies, procedures and practices promoted equality, diversity, inclusion and human rights. Leaders embedded these principles throughout the service and expected staff to uphold them in their day-to-day practice.

Staff completed equality and diversity training as part of their induction. This training provided them with the awareness, skills and knowledge needed to carry out their roles effectively and to meet people's diverse needs in a respectful and person-centred way.

The provider operated fair and inclusive recruitment and employment processes. These processes promoted equal opportunities and protected people from discrimination based on protected characteristics, including age, gender, disability, race, religion or belief, and sexual orientation.

Staff consistently treated people as equals and demonstrated a genuine commitment to inclusion and respect. They recognised and valued people's individual identities, backgrounds and experiences, and took the time to understand their unique and often complex needs. Staff created a warm, welcoming and inclusive atmosphere where people felt respected, valued and able to be themselves.

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.

Staff worked closely with people to make plans about their future care. Should end of life care be required this was provided in line with the person’s wishes.