Poplars Care Home

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

Caring – this means we looked for evidence that the service involved people and treated them with compassion, kindness, dignity and respect.

The last rating for this key question was good. At this assessment the rating has remained good.

This meant people were supported and treated with dignity and respect; and involved as partners in their care.

This service scored 80 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

Staff were kind to people. People told us they liked the staff. People confirmed staff treated them with respect. Comments from people and their relatives included, “Staff are kind. I can have a laugh with them”, “They are all excellent and treat my relative with dignity and respect” and “Carers are lovely. They are always there if I need them.”

We observed caring interactions between staff and the people they supported. Staff greeted people warmly and had friendly conversations with them. Staff used people’s preferred names and pronouns. There was a friendly atmosphere.

External professionals told us they found the service to be caring. Their comments included, “People get a good service. There is lots of kindness. Staff smile even when they are busy” and “It is a happy place.”

People were asked if they had preferences for the gender of staff who supported them. This was recorded and their choices were respected. Staff supported people in private when possible. When staff assisted people in communal areas, they did this sensitively.

Staff treated people as individuals. People told us they were able to get up and go to bed when they wanted. They and their relatives explained they received individualised care and their choices were respected. Their comments included, “Whatever I ask for is done”, “Staff know [person] really well. We have seen [person] blossom here because [they] are so well supported and also free to do the things [they] like. It is working well” and “Staff always respect my wishes.”

Staff supported people to meet their cultural and religious needs. They supported people to attend places of worship and follow diets which met their needs. Staff supported 1 person to accompany their friend to a temple to share their religious experiences. Staff were planning other events to help people share their experiences with others.

Staff gave us examples about how they treated people as individuals. Comments from staff included, “We celebrate people’s differences”, “We support people to shop for culturally specific food”, “Staff can speak a range of languages and we make sure someone is always on shift to speak with people” and “It is important to have a culturally diverse staff team who reflect the service user group.”

The service was exceptional at helping people to understand their rights and express their views and to be independent. Managers supported people to make decisions about their individual needs and how these would be met. Some people had regular individual sessions with a manager. These sessions were set to help people generate ideas about how to improve their own mental health and wellbeing. For example, 1 person had experienced episodes of panic attacks and anxiety. Through these sessions they had created their own self-care journal. They had discussed what might be causing these and looked at ways to help feel calm and positive. Through these sessions they had improved their diet, started new activities and started to understand how to overcome negative thoughts. The person told us how useful these sessions had been and how empowered they felt.

People were supported to take a lead in some activities. One person led yoga groups, and another person was leading a regular exercise class which other people using the service participated in and enjoyed.

People told us they enjoyed a wide range of different activities at the service.

People were encouraged to choose, plan and engage in the activities they were interested in when possible

Their comments included, “I am free to do more or less what I want” and “I do most things myself. The staff are here if I need them.” Managers considered people’s skills and independence as part of care plans. They looked at ways to ensure people remained as independent as possible. For example, 1 person managed their medicines themselves. Following an incident, managers worked with the person to review what had gone wrong and to improve staff checks to help mitigate risks. They continued to support the person to maintain independence in managing their own medicines. Managers told us it was important the person continued to be in control of this part of their care.

Managers told us meeting social needs and maintaining networks within the community was a key objective of the service. They supported intergenerational activities through close links with a local nursery and a scheme to support people who did not have close family members. People were matched with community volunteers. They had regular video calls. Managers told us this had improved people’s mood and quality of life. People also had links with local schools and had participated in challenges together. One of the managers had recently organised for a local school to create and deliver 100 birthday cards to a person who had recently turned 100 years old. They told us, “This really made [their] day.”

Visitors were encouraged to bring pets, and they had recently hosted a dog show at the service. A therapy dog regularly visited the home.

People took part in community-based activities. Staff had supported some people to access voluntary work outside the home. Some people had jobs at the home, for example helping in the office with admin tasks.

Posters and photographs on display celebrated recent events and achievements by people living at the service, staff and volunteers.

Staff responded to people’s immediate needs. People told us staff were attentive when they needed them. People explained they were able to have baths and showers when they wanted. Their preferences were respected. Relatives told us staff were quick to identify when people’s health or wellbeing deteriorated. They explained staff liaised with healthcare professionals to make sure people’s needs were met.

The provider was committed to staff wellbeing. They introduced a staff recognition and reward scheme. Each month the provider selected a theme based on their values or good practice. Other staff, people using the service and visitors were encouraged to use QR codes around the service to vote for staff who deserved recognition based on this theme. Winners were rewarded with a prize and posters around the service celebrated 3 winning staff each month. Managers told us staff had given feedback about this project, and they had developed it further to reflect the things staff wanted most from this.

Staff told us they felt valued and good work was recognised. Comments from staff included, “I really believe management support my wellbeing” and “I would say the attention to staff wellbeing is amazing. Managers consider our individual needs, workload, shift patters and we are told that everything can be adjusted if we need.”

The provider promoted a culture of active listening and open conversations which empowered staff to do their job well. The director held monthly sessions for staff. This was protected time when any member of staff could meet with them privately to discuss anything they wanted. The director told us staff asked for advice, discussed concerns and asked for practical help for problems outside work. Staff told us they appreciated this support. Comments from staff included, “The director comes every month and encourages all staff to speak with [them]” and “If we are unhappy or have a problem or any ideas. [They are] a good listener and there is a genuine sense managers care.”

The provider asked staff to give regular feedback through surveys and team meetings. They gave staff treats and rewards to show their appreciation. For example, buying food for staff.

Managers held supervision meetings with staff to discuss their work. A staff member told us, “I have regular supervision. This is a good space and there is always a focus on career progression and my objectives.”