Meadowfold Hyndburn Ribble Valley Short Break

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 outstanding. This meant services were tailored to meet the needs of individuals and delivered to ensure flexibility, choice and continuity of care.

This service scored 93 (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. Key-workers ensured support plans continually evolved to reflect people’s needs, through observations and discussions with partners or other services; and relatives were regularly involved in making decisions about people’s care. A relative said, “[Staff] asked questions about what [person] needed help with. Sometimes I will speak to staff face to face (about changes), they are always happy to chat.” Staff gave examples of how they ensured people received person-centred care and were seen to provide different levels of support to people dependent upon their needs . One partner told us, “Staff are person-centred in their approach and accommodate individual needs and preferences.” Another added, “There was work with healthy eating. The person had fixed routines as to diet and required sensitive support to make adjustments…Staff were receptive to approaching support differently which made this person-centred.” The service ensured people had access to the necessary reasonable adjustments during their stays, meaning they could receive the most appropriate care for them. For example, people were allocated bedrooms based on their individual needs, had access to adapted crockery and cutlery to promote independence, and fidget toys provided comfort and helped reduce anxieties.

The provider had an exceptional understanding of the diverse health and care needs of people with learning disabilities and autistic people. Care was joined-up, flexible and supported choice and continuity. Staff received training in autism, learning disabilities and behaviour that communicates distress, and had a good understanding of the diverse needs of this service user group. The rota evidenced a small, consistent staff team and absences were covered by the management team, or regular bank staff who knew people well. Occupancy was planned to ensure people got on with others who were staying at the same time, and compatibility issues were considered. Stays were often coordinated so people could build on established friendships. Staff were matched to work with specific people, ensuring they had shared interests and hobbies with people they supported, and to provide consistency for those with more complex behaviours. Relatives and partners confirmed the service worked in a flexible and joined-up way which supported continuity. A partner told us, “Meadowfold are included in day service review meetings, the development of support plans, risk assessments and behaviour support plans etc. They liaise with health professionals and social workers to work in the best interests of people using their service. The service will often go above and beyond, working flexibly and creatively with stakeholders.”

The service supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs. The welcome pack was available in easy read, video or Urdu; and staff explained the different ways they communicated with people to ensure information was accessible. A staff member said, “I use Makaton, written or pictorial information.” Makaton is a language program that uses signs, symbols and speech to help people communicate. People with capacity could decide which personal information could be shared with others, including their relatives; and data protection policies were in line with current legislation

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. Relatives were asked to complete annual surveys, and staff called them following each stay to discuss any concerns or areas of improvement. A relative said, “If there have been any issues, we have spoken with each other and worked through it.” People were given an easy read survey to complete at the end of their stays which they completed independently or with staff support. Feedback was generally positive, and where concerns had been raised the registered manager had taken appropriate action in response.

The provider was exceptional at ensuring people could access the care, support and treatment they needed when they needed it. Support plans detailed reasonable adjustments needed to ensure people’s mobility and communication needs were met and we observed various adaptions which helped improve the accessibility of the service. There were raised flower beds for people who used wheelchairs, adapted bedrooms and bathrooms, hoist systems, and large open spaces for those who needed them. A partner fed back, “This is a bespoke respite service with a high specification of facilities which provides flexibility for meeting complex needs.” Another added, “If any additional equipment or resources are needed the management team take prompt steps to secure these for the individuals they support.” The service was staffed at all times to facilitate emergency placements, including for those who may otherwise have difficulty accessing timely care. The registered manager explained how they adapted the rota or changed people’s stays to accommodate these placements, whilst being considerate of the impact on others. A relative told us, “The service will always facilitate the number of nights as agreed. They would try their best to facilitate emergency placements. They were great when I was in hospital a few years ago.” The management team shared on-call responsibilities and often covered shifts outside of normal hours.

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. Policies and information included in the staff handbook addressed discrimination, and staff had training in equality and cohesion. Staff had a good understanding of people’s human rights. They told us of instances they had sensitively advocated for people suffering discrimination whilst out in the local community, including addressing concerns directly with those involved and making formal complaints. Staff and leaders understood the barriers people faced and worked to overcome them. The registered manager spoke about times relatives had found it difficult to get a review for people’s medical, care or transport needs. One person had previously struggled to access community transport to and from the service. Managers were providing transport and liaising with the transport company to organise a reassessment, to prevent disruption to stays. A safety harness had also been fitted to the service’s vehicle so the person could enjoy more outings and off-site activities. Additional staffing resources were often provided so those requiring more intensive support whilst in the community could access new opportunities.

People were given exceptional support to plan for important life changes, so they could make informed decisions about their future. Due to the nature of the service, there was no specific emphasis on planning for the future in support plans. However, the service worked with partners and other services to proactively support people during emergencies or planned changes, in a sensitive and person-centred way. For example, a person no longer wished to live in their family home. Partners were involved and the person stayed at the service for several months. During that time, staff helped them improve their understanding of money and develop independent living skills, to prepare them for moving into a supported living service. The service was taking steps to support several others with their behaviours, communication or social skills; to help reduce the need for intensive care interventions in the future. Though the service did not generally support people at end-of-life, some staff had received appropriate training in case this was required.