Meadowview Neurological Centre Inspire Neurocare (Basingstoke) Limited

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• 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.

This is the first assessment for this newly registered service. This key question has been rated good. This meant people were supported and treated with dignity and respect; and involved as partners in their care.

This service scored 70 (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 treated people with kindness, empathy and compassion and respected their privacy and dignity.

We observed positive interactions between people and staff during the inspection; however, this was inconsistent. For example, not all staff we observed communicated with people in a meaningful way. Although we saw a staff member chatting with one person whilst also using a communication aid, on another occasion we observed a different staff member not engaging with the person at all.

Most people told us staff were “good” and “lovely.” One person’s relative said, “The staff are smiley, happy and they look after everyone so well.”

People told us staff respected their privacy and dignity and confirmed staff knocked on their bedroom door before entering.

Staff supported people to wear what they wanted, and we saw staff had supported some people to dye their hair. Another person’s relative commented, “Everyone who lives there is always beautifully dressed and clean.”

Although records showed, and people told us they took part in things they wanted to do, the overall feedback was that people wanted more. Some people told us they wanted more opportunities to go out for trips, to the local shopping centre for example. We asked one person what they would like to do and they told us “Shopping.” When we asked if they had been shopping with staff, they told us, “Not often" and that they would like to be able to go more often.

The registered manager told us that part of the improvement plan included recruitment of more permanent staff so that people could take part in activities that were meaningful to them. One person’s relative told us, “[Name] does go out. [They] had been out the other morning. I don’t think they’ve got a minibus at the service though, and I think more activities would be good.”

There was a new activities co-ordinator in post, who had yet to plan a schedule of activities for people to take part in if they chose to. Some people chose to stay in their bedrooms and staff respected this. For example, care plans informed staff when people might prefer their own company, and some people chose to listen to music on their own rather than be in communal areas.

Care plans informed staff of people’s preferred activities. We spoke with a person who told us they supported a local organisation with their training, which they enjoyed.

We observed people being addressed by their preferred names and saw information within care plans which reflected how people wished to identify themselves. People’s cultural and spiritual needs were respected. The registered manager told us, “We have some people who want to go to church, so we have found a wheelchair friendly church close by.”

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

Care plans informed staff of aspects of care people could do by themselves and where they needed staff support. A person told us staff supported them to be independent when tidying and rearranging their bedroom.

People’s bedrooms were personalised and people told us they were encouraged to keep their bedrooms how they liked them.

There were no restrictions on visiting. During the inspection we saw visitors to the service and saw some relatives taking people out for coffee for example. People’s relatives confirmed they were able to visit whenever they chose.

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.

Care plans informed staff how to respond to people who might experience distress or anxiety. Any known triggers were described, along with the known steps staff should take to help alleviate any distress if this happened. Staff had a good understanding of how to support people during these periods.

When people were unwell, records showed staff responded in a timely manner. A nationally recognised tool was used to support staff decision making around when to escalate concerns.

The provider cared about and promoted the wellbeing of their staff.

The registered manager told us they were working with staff to create well-being plans to enable more tailored support for those staff who needed it. A staff wellbeing lead had been recruited recently, which staff spoke positively about, saying this role had been beneficial in the past. This was going to sit alongside the provider’s employee of the month scheme. There was a box in staff areas for staff to make their own nominations during the month. Staff birthdays were celebrated. The registered manager told us, “I tell staff they must tell me about any problems at home, we can look at flexible working for example if that helps.”

Generally, staff told us they felt valued. A staff member said, “They always ask how I am, how was the shift and they always say thank you for the shift.”