Blythgate Manor

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 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.

Staff 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. The ethos of the organisation promoted a person-centred culture where people were at the heart of the service and staff were committed to ensuring they received the very best possible support in a caring and nurturing environment.

Staff at 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. Information was available and shared between services as needed to ensure people's care and treatment needs could be assessed and met. There was strong communication and liaison with other agencies involved in providing support to a person to ensure there was joined up and seamless care. A staff member commented, “Information sharing is robust, for example any changes following multi-disciplinary meetings are added or changes made on the Nourish system.”

People had information in formats to suit them. Information such as menus was advertised in a pictorial format, to help people make a choice, if they no longer understood the written word.

The provider was good 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. People were encouraged and supported to get involved in the running of the service. Regular meetings took place with people. People were kept informed, able to discuss any changes in the home, and provide feedback about menus, decor and ideas for activities and entertainment. A person told us, “We have regular meetings.” There was evidence of action taken as result of people's feedback. A monthly newsletter was also produced for people and relatives which advertised any changes and forthcoming activities and events.

Staff were good at ensuring people could access the care, support and treatment they needed when they needed it. People's care records showed they had access to care and support, and referrals were made for treatment promptly. Care records included information around people's sensory and communication needs. Staff advocated for people or secured advocates for them to ensure they received the treatment they needed. An on-call system was in place to provide advice and support to people and staff if needed. A staff member commented, “The registered manager and deputy take turns. There is a senior management rolling roster.”

Staff and leaders actively listened to information about people who were most likely to experience inequality in experience or outcomes and tailored their care, support and treatment in response to this. Care plans included information around people’s identity, things which were important to them, their wishes and relationships they wanted to maintain. The registered manager ensured people’s social and healthcare needs were fully considered and met.

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. Care plans contained people’s plans for the future. Information was available about people's religion and cultural preferences if this support was required.