Moorgate Lodge

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 good. This meant people’s needs were met through good organisation and delivery.

This service scored 82 (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 made 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. People received person centred care and support. Staff were very thoughtful about how and when they interacted with people. Staff and nurses were very knowledgeable about people's needs and wishes and were able to understand what people were communicating. People's rooms were personalised and people had access to personal possessions that meant a lot to them. One person had a blanket with their family photos on it and this was made available for them. Care plans were written in a person centred way and incorporated people’s wishes, preferences and life histories.

The provider understood the diverse health and care needs of people and their local communities, so care was joined-up, flexible and supported choice and continuity. Staff ensured people had access to healthcare and to family and friends. Relatives and friends were free to visit the home without restrictions. We saw family members were involved in escorting their relatives on appointments and felt involved in their care and support. One external professional said, “Moorgate Lodge staff work well with our team and often bring together other professionals from the community to ensure we get comprehensive information.”

The provider supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs. The provider had been working to ensure their service user guide was available to people in formats that suited their needs. For example, when requested the provider was able to provide this in large print format for people with sight impairment, in different languages for those who do not speak English as a first language, or verbally for those who are registered blind. Signage around the home was clear making it easier for people to navigate around the home. Information about upcoming events such as activities, events and meetings were clearly displayed in the home.

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. The provider had a complaints procedure which supported people in raising concerns about the service. We saw the registered manager had taken appropriate actions when people raised concerns and sought an agreed outcome. Complaints were welcomed and used to develop the service and improve practice.

The provider was exceptional at ensuring people could access the care, support and treatment they needed when they needed it. Staff and leaders ensured people had access to services when they required them. The service worked alongside the local hospice to ensure people obtained personalised support when required. Care plans considered people’s needs, and any reasonable adjustments required to ensure people were comfortable and receipt of support which fully met their needs. For example, where specialist chairs were used people had space to sit with others in communal areas such as the lounge and dining room and partake in activities. Emergency protocols were in place to direct staff in emergency situations. Staff had access to managers who were available out of normal working hours. People were treated with fairness and people’s dignity was respected. The service had a dignity champion who was responsible for promoting dignity for people and staff. The provider promoted a culture of empowering people to live their life as they chose, whilst ensuring their safety. One external professional said, “There are no concerns and staff often go above and beyond for people.”

The provider was exceptional at ensuring people could access the care, support and treatment they needed when they needed it. Staff and leaders ensured people had access to services when they required them. The service worked alongside the local hospice to ensure people obtained personalised support when required. Care plans considered people’s needs, and any reasonable adjustments required to ensure people were comfortable and receipt of support which fully met their needs. For example, where specialist chairs were used people had space to sit with others in communal areas such as the lounge and dining room and partake in activities. Emergency protocols were in place to direct staff in emergency situations. Staff had access to managers who were available out of normal working hours. People were treated with fairness and people’s dignity was respected. The service had a dignity champion who was responsible for promoting dignity for people and staff. The provider promoted a culture of empowering people to live their life as they chose, whilst ensuring their safety. One external professional said, “There are no concerns and staff often go above and beyond for people.”

People were given exceptional support to plan for important life changes, so they could make informed decisions about their future, including at the end of their life. Staff and leaders supported people to plan for the future and contribute to their care plan. People receiving end of life care were supported to maintain their interests and staff ensured they were involved in suitable and meaningful activities. Staff worked as a team to ensure people’s care and support was seamless. Staff were extremely considerate when planning care interventions to ensure people were as comfortable as possible. The management team explained they were working towards achieving the gold standard framework (GSF) for end of life care. GSF is a practical and evidence-based end of life care service improvement programme. Staff and leaders worked well with the local hospice to ensure people received the right care and the right time in an environment of their choosing. Some people had requested to stay at the home rather than move into the hospice and their care was supported by the hospice at home team and staff and nurses at the home.