Magna

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

Staff respected people’s privacy and dignity and treated them kindness, empathy, and compassion. Visitors to the service were welcomed and encouraged to leave feedback on the care and support provided. Staff promoted people’s independence, communicated with them effectively, and empowered them to have choice and control over their own care, treatment, and wellbeing.

This service scored 70 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

A person told us the staff were kind and they got on well with them. They said, “The staff are good to me.”

The registered manager said staff were trained to respect people’s privacy and dignity. A team leader on each shift led by example and ensured support workers upheld the provider’s values of ‘passionate, kind, and resilient’ care and support. A staff member told us, “We respect people’s wishes. We provide person-centred care, if a person wants to do something we help them.” Staff communicated with people in a way they understood. A staff member said, “Some words, like ‘no’ can be triggering for people. So we teach staff to say ‘no’ in a different way, for example we might say ‘later’ instead.”

Staff treated colleagues from other organisations with kindness and respect. Visiting professionals were made welcome at the service. The service had received compliments about how well staff supported people in the community. Visitors could scan a quick response (QR) code in reception if they wanted to feedback online about the service, or they could or use the service’s suggestions box.

Staff treated people with kindness and dignity. They respected people’s preferences regarding the gender of the staff supporting them with personal care. They knocked on people’s bedroom doors and waited for a response before entering. They closed doors and used dignity curtains to ensure people had privacy when they needed it.

A person showed us their room and pointed out the items and features they had chosen to reflect their personality and hobbies. Each person’s room was unique to them as an individual and personalised accordingly.

Managers and staff were knowledgeable about people as individuals. They knew their likes, dislikes, histories and how they liked to communicate. Staff met people’s cultural needs and understood that these sometimes changed depending on people’s preferences.

Staff used their knowledge of people to support them in a caring and personalised way. For example, one person was keen to have their lunch, but it wasn’t ready, so staff used re-direction techniques to engage them in an activity instead. This prevented the person from becoming anxious.

Staff learnt about people from their care and support plans and by shadowing other staff who knew people well. For example, a person’s care and support plan stated they liked to have music playing and to talk about their hobby when receiving personal care. Staff ensured their preferences were respected. One person’s care and support plan included contradictory information about their religious needs. The registered manager corrected this immediately when we brought it to their attention. Information about people’s cultural needs was in people’s care and support plans but sometimes difficult to find. The registered manager said they would address this.

People were encouraged to be independent. They helped with cooking, cleaning, and shopping, supported by staff. A person said, “I tidy my room with the staff.”

Staff supported people to become independent and have a say in their own care and support. They communicated with people in the way people preferred. A staff member said, “We use PECS (Picture Exchange Communication System) with [person] as this works for them. They point at what they would like. They also have their own sign language which all the staff have learnt.”

People made their own decisions about they did each day. For example, during our visit a person went shopping with staff and chose their own meal items. Another person went to the pub for lunch. What people did depended on their own preferences and staff supported them to do the things they wanted to.

People’s preferred methods of communication were recorded in their support plans. Some people used their own versions of sign language and verbal communication. As staff needed to learn these detailed, personalised communication plans were in place. Staff involved people in reviews of their support plans by talking them through them and/or using a pictorial review form. This helped to ensure the review process was accessible to people. The service used easy read/pictorial pamphlets to inform people of their rights and support them to be independent and healthy. For example, people had access to pamphlets on DoLS, managing your money, and access to health care.

We did not look at Responding to people’s immediate needs during this assessment. The score for this quality statement is based on the previous rating for Caring.

We did not look at Workforce wellbeing and enablement during this assessment. The score for this quality statement is based on the previous rating for Caring.