Moorlands Care Home

On this page

• 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. At our last assessment we rated this key question requires improvement. At this assessment the rating has changed to good. This meant people were supported and treated with dignity and respect; and involved as partners in their care.

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 always treated people with kindness, empathy and compassion and respected their privacy and dignity.

We observed kind and caring interactions between staff and people. Relatives spoke positively about how the staff treat their loved ones; one person explained, “They [staff] are always very kind to [named person], they look out for them, make a fuss of them on birthdays etc.”

The provider had plans to implement a dignity champion, to further reinforce the importance of treating people with dignity.

The provider treated people as individuals and made sure people’s care, support and treatment met people’s needs and preferences. Care plans were written in a personalised way to guide staff on people’s individual likes and dislikes. Staff told us, “I learn about a resident’s needs and preferences by reviewing their care plan, speaking with them and their relatives, and gaining insights from colleagues. I also build understanding through daily interactions, listening, and observing their routines.” Another said, “I take time to read the care plans, attend handover meetings, and engage directly with residents and their families to understand their individual needs and preferences. This ensures that I can provide person-centred care.”

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

A person described their daily routine to us and how their choice about how to spend their day, when to get up and when to go to bed was respected and supported.

The provider empowered people to make decisions about their home, for example the redecoration of the home was completed in collaboration with people who lived there, giving them choice and control over the colour scheme.

Staff fed back to us how they involved people in making decisions about their care wherever possible.

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.

People were supported by enough staff to ensure they did not have to wait long to have their needs met. Staff understood people and knew them well. Staff told us, “I focus on building a strong and trusting relationship with them to encourage open communication. If the resident is unable to communicate due to a condition such as dementia, I speak with their next of kin to understand their preferences and needs.”

The provider cared about and promoted the wellbeing of their staff and enabled staff to always deliver person-centred care.

The home had been through a period of change, however with new management at both senior and home level, staff described to us a stable and supportive working environment.

As well as an open-door policy, the manager had introduced ‘staff of the day’ where a member of staff had a ‘check in’ on their wellbeing and to see if they could offer any support to them.

Staff said, “The management team is now very approachable. They maintain an open-door policy and are always welcoming. I feel confident that I can approach any member of management with any concern or question.”