Salthouse Road

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

This means we looked for evidence that 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.

People were treated with kindness, empathy and compassion and their privacy and dignity respected. Staff treated colleagues from other organisations with kindness and respect.

Staff understood the importance of promoting dignified care. For example, a staff member explained, "It’s simple things like calling people by their preferred name, knocking on their door before entering, talking during personal care, and not just rolling them over. Just little things like that." People appeared comfortable with staff and staff were aware of their likes, dislikes and preferences. A professional noted, " The staff member responded really nicely; holding hands for reassurance when they moved [person’s name] and speaking as they moved them from the bedroom. They had a really good understanding of their communication and needs."

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. Staff recognised people as individuals. Information was available about people's history, backgrounds and strengths, however elements of these required updating.

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing.

Staff supported people to engage in a variety of activities tailored to their interests. This included going shopping, out for a hot chocolate or bowling. The service celebrated people's birthdays with them, inviting friends and going out for a meal together. A staff member noted the activities provision was much improved, and a relative described needing to ring before a visit as the person was often out.

Staff confirmed choice was promoted and one staff member explained, "People are all different. We have ones that are non-verbal, we still offer a choice, and they might look and hold out their hands. If that doesn't work and they keep refusing, you offer something different. You learn what they like."

Equipment was available to support and maximise people's independence whilst ensuring their safety. For example, sensors and equipment to access the bath. Referrals were made to specialists to ensure people had access to appropriate equipment.

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 aware of people's needs and observed them to provide timely support. Staff responded when people indicated a need for assistance. Records showed staff sought medical input when there was a change in people’s needs.

The provider cared about and promoted the wellbeing of their staff and supported and enabled staff to deliver person-centred care.

Staff spoke positively about their roles. Examples included, "I enjoy my job, getting out to different places and helping people with enjoying life" and "I just like helping people". Without exception, staff felt supported in their role and said they could approach the registered manager, and they would be listened to. A staff member told us, "The management are very good. Very supportive. You can go to the registered manager about anything and they're always looking to help you and for you to progress. I've had some managers before where you dare not go to them, but they're really lovely and I could go to them about anything."

The management team considered staff well-being. Support was available for staff experiencing difficult personal circumstances or health issues. The topic was discussed during supervisions.