White Rose Court

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 the provider involved people and treated them with compassion, kindness, dignity and respect. At our last assessment we rated this key question 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 75 (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 always treated people with kindness, empathy and compassion and respected their privacy and dignity. Staff treated colleagues from other organisations with kindness and respect. People told us staff were kind and caring. One person told us, “The staff are lovely, they go above and beyond.” We observed staff knew people well and demonstrated an in-depth understanding of their individual needs. They anticipated people’s needs, responded patiently, and provided care with genuine warmth. For example, during the dinner service we observed staff having kind interactions with people, supporting people where necessary and offering reassurance as required. Professional’s feedback told us, “The staff are respectful, person-centred and well led.”

The provider treated people as individuals and made sure people’s care, support and treatment met people’s needs and preferences. They took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics. For example, a person lived at the service whose first language wasn’t English. The service arranged for a member of staff who spoke this person’s language to support them. The provider ensured personalised and compassionate care which maximised this person’s independence, promoted wellbeing, and achieved the best possible outcomes for them. The activities co-ordinator completed ‘life story’ booklets for each person at the service. Part of creating this included collecting information about who were important to people who lived in the care home, what people enjoyed doing and their commitments such as, attending church, hairdressers and visiting family and friends. This information was then transferred into people’s care plans and used to personalise activities within the service. We found people’s rooms were personalised according to their taste and loved ones were encouraged to bring in any memorabilia or photos which was displayed in people’s rooms.

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing. Staff worked in a person-centred way to enable people to access a wide range of activities which reflected their preferences, wishes and aspirations. This included trips to the theatre, supporting people to church, going out for meals and walks. People were encouraged to make day-to-day decisions. Care plans detailed how people liked to dress and how and when they preferred to have their meals. Where people were unable to make these decisions, staff knew people well and were able to present informed choices to support people in making those decisions. People told us, “Yes, you can have a bath and a shower when you want one.” And, “I still feel independent. I can make my own choices.” Relatives commented, “[Family member] can make their own choices each day.” And, “They let [relative] watch football in their room whenever they want.”

The provider listened to and understood people’s needs, views and wishes. Staff responded to people’s needs in the moment and acted to minimise any discomfort, concern or distress. Staff were trained to identify non-verbal signs of distress, such as facial expressions and agitation. Care plans were personalised and staff new how to respond to people’s needs on an individualised basis. We found staff responded to people’s needs in the moment and acted to minimise any discomfort, concern or distress. Staff were able to respond to peoples changing needs quickly.

The provider cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care. Individual and group supervisions were held with the staff team regularly. Each supervision session had a topic which was discussed to enable further learning and development amongst the team. Staff told us that they felt positive about the management team, “It is really good here, I am well supported by [registered manager] they are a good manager, who leads well and mentors us.” Staff felt able to raise issues with the management team around rotas, staffing levels and staff rest areas and actions were promptly taken to improve issues. Staff told us they had effective training to enable them to carry out their roles safely and commented, “We get really good training here.”