Moorlands Rest Home

People's needs assessments were detailed, identified expected outcomes and were reviewed and updated regularly to reflect people's changing needs. Staff were supported to develop and maintain required skills and worked well with partners to ensure they followed best practice. People were encouraged to eat a healthy balanced diet and staff effectively managed their identified risks associated with poor hydration and nutrition. The registered manager made timely referrals to relevant professionals and effectively implemented their guidance to achieve good outcomes for people. The registered manager had established a rolling programme of environmental improvements based on recognised guidance, to improve people's quality of life and promote their wellbeing.

People were supported to have maximum choice and control of their lives and staff supported them in the least restrictive way possible and in their best interests; the policies and systems in the service supported this practice.

The registered manager and deputy manager were committed to delivering care and support that treated people with compassion, kindness, dignity and respect. Staff provided sensitive and respectful care and supported people to take the lead in decisions about their care. The registered manager had ensured people who required support to make certain decisions had suitable advocates appropriately appointed.

People were supported to maintain relationships with those people important to them. Staff actively promoted companionship within the home and enabled people to carry out a programme of activities, hobbies and interests. People were supported to make choices and have as much control and independence as possible. Complaints were dealt with in an open and transparent way and used identified

learning to improve the quality of the service. People were sensitively supported to make decisions about their preferences for end of life care. Staff had received additional training to support people living with dementia and those who required end of life care.

The registered manager promoted a person-centred culture where people and staff felt valued. Staff were passionate about their work and the people they supported. The service involved people, their family and advocates in a meaningful way. The registered manager and staff understood their responsibilities to be open and transparent when things went wrong and the importance of completing thorough investigations to identify lessons learnt to prevent a recurrence. The registered manager operated robust processes to monitor the quality, safety and the experience of people within the service. Professionals consistently identified partnership working and staff implementation of their guidance to be a strength of the service.