Meadowfold Hyndburn Ribble Valley Short Break

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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 service. This key question has been rated outstanding. This meant people were truly respected and valued as individuals; and empowered as partners in their care in an exceptional service.

This service scored 90 (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 treating people with kindness, empathy and compassion and in how they respected people’s privacy and dignity. Staff always treated colleagues from other organisations with kindness and respect. Interactions were kind and caring, and staff spoke to people with compassion, which helped put them at ease during stays. We observed staff show genuine concern when people seemed not to be their usual self. A relative said, “[Staff] are very kind and take their time with [person].” Partners confirmed staff treated them with respect, and their feedback about the service was consistently positive. One partner told us, “Staff were kind, person-centred and proactive to support [person] through a crisis and major upheaval. They were knowledgeable about [person] and treated them with respect and patience.” Another added, “In discussions with registered manager and support staff, I have found their care and passion for putting those they support as a priority very reassuring.” Staff gave examples of how they protected people’s dignity, and consideration had been given to people’s privacy and dignity when designing the environment. For example, a bedroom had switchable privacy glass to use for those who could not tolerate curtains and specialist toilets cleaned people after use, reducing the need for staff intervention.

The provider treated people as individuals and was exceptional in how they made sure people’s care, support and treatment met people’s needs and preferences. The provider took account of people’s strengths, abilities, culture and unique backgrounds and protected characteristics. Staff and the registered manager had a good knowledge of people’s backgrounds and were understanding of people’s home life and situation. Additional support, reassurance or practical help was offered during difficult circumstances. A partner fed back, “During an emergency placement the team were creative and flexible and showed an understanding of how to reassure and engage [person], including assisting with contact with a beloved pet. The staff went above and beyond.” This helped reduce the person’s anxieties and provided reassurance during an otherwise distressing period of their life. Staff referred to people by their chosen name and communicated with people in a way they could understand. The registered manager explained how a person using the service communicated by clicking their tongue; they had responded positively to staff engaging in the same way. This was observed during inspection. Staff were knowledgeable of people’s likes and dislikes. A partner told us, “Staff were able to actively contribute to conversations about [person’s] presentation, likes, dislikes and communication skills, with all those present appearing invested in this person’s well-being. This helped demonstrate the effort they have made to learn about [person] and their support needs.” People’s cultural and religious needs were met. The service catered to Halal diets and were sensitive to people’s gender and cultural preferences for personal care.

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing. Whilst the service was designed to provide a ‘holiday experience’, staff still promoted independent living skills such as laundry, cooking and baking. Choice and control was promoted in support plans, and information about how people communicated preferences and choice was detailed; including non-verbal cues and gestures. Large outdoors spaces and a well-equipped sensory room supported wellbeing, and the service had a minibus to help improve access to the local community and off-site activities.

The provider was exceptional in how they 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. Alongside detailed support plans people had important points about them listed in a quick reference guide, to help staff anticipate their needs and avoid preventable distress. Most staff had worked at the service for several years meaning they understood people well and could recognise pain or discomfort in people’s facial expressions, body language or behaviours. A staff member said, “We get to know the individual, they have their own signs such as crying, hitting themselves or not eating. Sometimes it is a process of elimination, but we usually know the signs.” Technology such as call bells, sound monitors and panic alarms were used to monitor for people or colleagues urgently needing help, and staff responded appropriately. We received positive feedback from partners about the services responsiveness. A partner told us, “[The service] recognised and responded to sensory processing needs, and were proactive so there were no incidents of concern for [person].” Concerns about people were shared with relatives and other services to ensure their health and wellbeing could be monitored, and necessary action taken. For example, we observed staff discussing a follow up call to a person’s school because they had noted a reduction to their usual appetite.

The provider cared about and promoted the wellbeing of their staff, and supported and enabled staff to always deliver person-centred care. The provider took steps to ensure staff felt safe at work and promoted staff wellbeing via tailored courses and employee counselling services. Most staff felt supported if they were struggling at work and were encouraged to give feedback about their experiences. One staff member told us, “I was off sick earlier this year and [a relative] is unwell. All the managers have been very supportive.” Another added, “I have raised concerns in the past and things got resolved. I felt well supported.” Award ceremonies, reward schemes and small gestures from the management team were used to encourage a sense of belonging, and ensure staff felt valued.