Amethyst Care Home

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 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 had person centred care plans in place which were developed overtime with keyworkers. Person centred care plans focused on people’s preferences for their care and support. For example, these care records noted the activities people enjoyed engaging in. At the time of our assessment staff were supporting people to make decisions about personalising their bedrooms.

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.

Staff provided people with the support they required to access care provision locally. This included GPs, dentists, opticians, community mental health services, podiatry and audiology. Staff made referrals to healthcare professionals and supported people to attend hospital appointments.

The provider supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs.

People were provided with information in accessible formats. For example, menus and meal charts were pictorial. This enabled people to make informed food choices. Planned activity options were displayed in a similar pictorial format. People had communication folders which contained images to visually support commination. Images included feelings and emotions, clothes, activities, food and drink. This enabled staff to understand people’s needs and preferences more readily.

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 felt involved and listened to. One person told us, “Staff ask me what I think about things.” Staff supported people with monthly individual and group meetings, at which their views were sought and shared. The provider gathered people’s views through surveys and produced a ‘You said we did’ poster which was displayed on a noticeboard. This showed that people’s views were acted upon by the provider.

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

The provider ensured equity in access. People’s needs were assessed and care plans provided staff with guidance on meeting people’s individual needs. The support people required varied and the provider demonstrated equity by meeting people’s assessed needs. These included physical health, mental health, mobility, cultural and social needs.

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 records contained outcomes. Outcomes varied for people based upon their individual needs and preferences. Outcomes were discussed with people, their relatives and healthcare professionals at review meetings, when new objectives were set.

The provider had a shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities.

The provider promoted their vision for the service to leaders and staff. Registered managers from across the provider’s services met monthly, whilst each registered manager arranged monthly team meetings for their staff. The registered manager also met regularly with individual staff in supervision meetings. The agenda for these meetings included a standard item reflecting on the provider’s values. This meant that the provider’s vision was shared and understood throughout the service.

The registered manager appointed staff members to ‘champion’ roles. Champions provided role modelling and promoted best practice within the team around issues such as medicines, nutrition, dementia, oral health care and person centred care. This helped drive the providers vision of continuously improving people’s care and support.