MH Quality Care Ltd

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

People were always treated with kindness, empathy and compassion. felt they mattered and that their experience of how they were treated and supported mattered. Their privacy and dignity was respected. Every effort was made to take their wishes into account and respect their choices, to achieve the best possible outcomes for them. This included supporting people to live as independently as possible

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.

People told us that staff treated them with kindness. One person’s relative told us, “Staff really care about my mum. They call her aunty, and some speak to her in her first language.”

Staff told us that they treated people with dignity. One staff member explained how they helped a person cover themselves during personal care so that they would not feel embarrassed and ensured that care took place in a private environment. Support plans included details of people’s preferences and the registered manager explained that they tried to recruit staff .whose cultural background and spoken languages matched those of the people they supported.

We did not gather evidence from partner organisations who interact with the service as part of this assessment.

People and their relatives told us staff spoke to them in a language they could understand. They confirmed staff knew individual needs and preferences and were able to tailor support according to these. One person told us, “The (registered manager) knows me well and what I need in support.”

Staff explained they were trained to tailor support to each person by using the support plan as a basis and building upon it with daily interactions with the person or their relatives. We saw that a staff member had outlined that a person’s health needs had changed, so a further support plan was completed within a week.

Care plans were robust with enough information to ensure staff could learn about a person and their needs. This included information about people’s cultural and religious needs. This included information about people’s cultural and , religious needs. For example, we saw that one person’s care plans highlighted how they liked food to be heated and prompted staff to ensure the person was drinking enough as this had been highlighted as a risk due their health needs. Communication plans were developed to ensure that people could express needs and concerns to staff effectively. We saw evidence of the registered manager holding meetings with people and their families to promote better outcomes from their care.

People told us that they felt in control of their care. This included making decisions about what they wore on a daily basis after personal care, with support from staff. One relative told us that staff asked their loved one how they would like their hair brushed, when supporting them with personal care. People and their relatives told us how staff made an effort to help lift people’s mood by talking to them and trying to be humorous.

Staff told us that they prepared food which catered to people’s preferences and their cultural and religious needs. For those that had food supplied by family, they discussed with people alternating their meals to promote a balanced diet.

People’s care plans contained individualised information and guidance for staff on how to deliver care in the way the person wanted, and to promote their choice and control. This included individual dental hygiene plans which instructed staff how to individualise oral care.

People told us that staff listened to them and took the time to understand their needs and wishes. One family member told us, “Whenever we talk to (registered manager) about any changes, they immediately respond to our requests.”

Staff told us that they received training to help them understand what people needed from their care and to respond accordingly. They knew who they would approach for advice and support in relation to any changes in people’s care needs. The registered manager was able to tell us how they would implement any changes into care plans quickly. They explained they would call or visit staff in order to relay changes so staff were aware without delay.

Staff told us that they feel valued by the people they supported and the registered manager. They confirmed they received the training and ongoing support they needed from management. One staff member said, “(Name of registered manager) is very flexible when I need time off for such things as emergencies with my children. I have never had a manager who is so nice and supportive".

Processes were in place deigned to promote staff wellbeing and to help them deliver person-centred care. For example, clear rotas enabled staff to plan their travel time effectively and helped them build positive relationships with the consistent people they supported.