Maplehurst

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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

During our assessment of this key question, we found staff were kind and caring. Staff encouraged people to live independently and people’s preferences and diverse needs, such as their physical needs and their passions were considered, and staff worked with them to achieve their goals. Staff were well supported by the management team. Staff responded quickly when people needed support. Staff showed kindness and patience when listening to people's views.

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 and relatives told us staff were caring and friendly. Comments included, "Kindness and care shines through with every interaction. I see kindness and compassion, empathy and willingness to listen."

Managers and staff were passionate about the care they provided and gave us examples of how they supported people in a kind and person centre way.

Partners did not raise concerns about this area.

We observed relaxed, respectful and kind interactions between staff and people. Staff worked well together as a team.

People’s preferences and diverse needs, such as their physical needs and their passions were considered, and staff worked with them to achieve their goals.

Staff were enthusiastic and committed to supporting people to live their independently and make meaningful and safe choices about their health and support. People were seen as individuals and their views sought and respected.

There were opportunities for people to live their lives the way they wanted. Social, emotional and spiritual needs were considered, and people could access and explore those needs.

Processes in place ensured people's care needs were planned in a person-centred way.

People were supported by staff to gain new skills, access the community and maintain relationships that were relevant for them.

Staff supported people to gain new skills and independence, which they understood was important for people’s physical and mental well-being.

We observed people being supported with daily life in ways that promoted their independence. For example, preparing meals and complete housework.

Staff were given appropriate training on how to support people around their specific needs and how choice and encouragement could be provided. People’s care plans detailed their abilities and preferences. People and relatives were asked for their views individually and in meetings and surveys helped identify areas for improvement.

People told us their needs were met as planned. One person told us, "I feel like my care plans are followed."

Managers and staff monitored people's health needs. This was organised periodically depending on people's requirement and any concerns were discussed with people and in their wider multidisciplinary meeting.

Staff responded quickly when people needed support. Staff showed kindness and patience when listening to people's views.

Staff told us they felt well supported through regular training, supervisions, appraisal and meetings led by clinical colleagues to discuss staff's wellbeing and how they could best support people. Their comments included, "Yes I do feel supported, I have access to regular monthly clinical and management supervision. I feel respected and valued."

The provider had policies and procedures in place to promote and support staff's wellbeing. The registered manager told us about the specific resources allocated to support staff and to encourage staff to share their hobbies and interests with people they were supporting. For example, a staff member who was interested in yoga offered yoga sessions to people.