Moorville House

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 79 (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. A relative said, “We appreciate the person-centred approach and tailored care which means our [Name] individual needs are met as far as is possible. Having direct access to staff is excellent and they are all well trained, supportive and understanding of our concerns”. Support plans reflected the principles of Right support, right care and right culture; they clearly stated when people wished to be independent and what they required support with. All the support plans we looked at contained detailed and up to date information concerning the person's personal and social histories.

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. 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.

People had their own personal effects in their living spaces and were involved in decorating them. For example, 1 person had turned a room into a gaming room, and another person had decorated their room with football memorabilia. This meant they were supported in an environment which was tailored to them, inclusive and promoted their equality and diversity.

People were supported to live extremely meaningful, active and fulfilling lives. People were supported and encouraged to try a range of activities. People told us, "There's always plenty going on." The planned activities led to numerous social opportunities for people and encouraged the development of new relationships with others. Where people were able to express their interests and outcomes, they wished to achieve staff supported them to achieve this. People told us since living at Moorville House they had enjoyed experiencing new activities like yoga, tennis, cycling, walking and going on holiday. One person told us how they had been on holiday to Skegness and how they enjoyed going to watch their favourite football team. Another person told us how they had been working on their cooking and cleaning skills.

Where people's conditions could limit them from participating in their hobbies and interest, staff proactively looked at overcoming obstacles to promote and fulfil people's potential. For example, one person had been frequently displaying behaviours which challenged others. Due to the risks involved this had impacted on their freedom. The provider identified that the person would benefit from a quieter environment. After working in consultation with the person they supported them to redesign their accommodation which better met their needs. This was a huge success. The person was now able to live a more fulfilled and independent life and undertake activities which had previously been unavailable to them.

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 were supported exceptionally well to live healthier lives, access healthcare services and support. Staff worked in partnership with families and professionals and advocated strongly for people, to ensure people had access to healthcare. This focused, person centred approach ensured people had access to appropriate health treatments and prevented readmission or admission to hospital.

Systems and processes were in place to ensure information was accurately recorded and shared with staff. The provider used an electronic care planning systems which alerted staff to changes and enabled the provider to have up to date access to daily records which they could audit where necessary to give themselves assurances people were receiving continuity of care.

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

People's communication needs were clearly stated within their support plans. Staff learnt how people preferred to communicate as part of the initial assessment and transition activities. Staff demonstrated an understanding of how communication was key in effectively working with people. Staff told us how they built up a rapport with people and got to know their communication styles. Staff understood their roles and responsibilities to provide people with information in their preferred communication styles, to ensure people could make their own choices.

Where it would assist with people's understanding, information was provided in picture format and in large print. We observed interactions between staff and people were natural. Staff had empowered people to express their views.

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's relatives told us the registered manager and staff engaged extremely well with them. People's relatives were involved in the planning and review of their family member's care, where this was appropriate. However, one relative said, “I am happy with most of the care my loved one receives, the basics are done well, my loved one is happy and safe. But communication needs to improve. For example, I didn’t know that the keyworker had changed.”

Staff communicated very effectively with people to ensure they had ownership of and directed their care. This was thoroughly embedded in staff's practice. We observed staff were continuously present in the communal areas of the home. They regularly moved around these areas, to sit next to a different person, to engage with them. This ensured everyone had regular opportunity to indicate if they needed or wanted anything.

Staff ensured people's families were informed of any developments in their care, where they had permission to do so. Staff balanced respecting people's privacy and confidentiality with maintaining open and honest relationships with people and their families.

The registered provider's complaints procedure was available to people living and visiting the home, this was also available in an easy-to-read format using pictures to help people understand the procedure. The registered manager told us and records showed no formal complaints had been received over the last 12 months.

The provider was exceptional at ensuring people could access the care, support and treatment they needed when they needed it.

People said they were in control of planning their care and support and if they needed help or support, they could go to the staff.

Staff were passionate about improving people’s lives while protecting their right to live in safety, free from bullying, harassment, abuse, discrimination, avoidable harm and neglect.

The service had effective systems and processes in place to ensure all at the service were able to access the care support and treatment they needed when they needed. They had built relationships with other health care providers such as GP’s and district nurse services to improve the access for people at the service.

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 outcomes for people using the service truly reflected the principles and values of 'Right support, right care, right culture' in the promotion of choice, control, independence and inclusion. People and their families were seen as the experts in their life with a focus on what they can do first, and any help they needed second.

People were supported to do what was meaningful to them. People attended various community outings and activities. Some people were being supported to learn how to play a musical instrument and others were supported to go on holiday. People were happy they could learn new skills; people excitedly told us things they had achieved and what their plans were for the future, people felt included and empowered.

People told us the staff actively sought out and listened to information about their experiences and what their aspirations were for the care package. Staff advocated for people and their rights and respected equality and diversity.

Staff were passionate about ensuring people’s rights were protected and there was an inclusive and supportive atmosphere in the home, no matter what health or care related need people may have. Staff ensured people who could not advocate for themselves had good experience of care.

Policies and procedures were in place in relation to equity, equality and diversity. Feedback and observations supported the fact staff had implemented learning, and a culture had been created of individualised care. People’s care records showed how staff ensured people’s human rights and protected characteristics were included and protected. Care plans included information around people’s identity, things important to them, their wishes and relationships they wanted to maintain.

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.

Where possible, people had been involved in care planning about their wishes at the end of their life. This was done with people based on their choice, for example, one person found this too upsetting, so staff had not explored this with them, this meant staff were led by the people they supported. Other people had identified their favourite music and flowers. However, this was a difficult topic and being managed sensitively.

People had their future goals and aspirations formulated with them and were supported to achieve this. For example, people had person centred reviews where they talked about what went well, what could have been better and what they wanted to do in the next year. For example, one person said they would like to visit more antique shops and a fossil museum. This approach gave people a sense of purpose, ownership over their future, and the practical support to make their ambitions a reality.