St Marys

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 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 were treated with kindness and compassion. Staff respected their privacy and dignity and developed warm, trusting relationships. Caring interactions and respectful communication were central to the culture. One relative told us, “The staff are really lovely with [relative]; they talk to them and help them in making decisions on the food they’re going to have. When they’re anxious, they’ll hold their hand until they go to sleep.”
Interactions were empathetic and dignified, and people, carers and staff spoke positively about the culture and social experience. Staff described the home as 'family' which included staff and residents who live there. Staff knowledge of people and their families was good. We observed an interaction between a person who was upset and a staff member who was reassuring them. When they needed to get something for the person the registered manager came to comfort them.Observations noted calm, patient interactions and staff who took time to explain what they were doing and waited for responses. People and their relatives told us they felt respected, that personal information was handled discreetly and that staff protected privacy during personal care and in shared areas.

The provider treated people as individuals and made sure people’s care, support and treatment met people’s needs and preferences. Support was tailored to each person’s preferences, backgrounds, and unique characteristics. Staff understood what mattered most to people and adapted their approach accordingly. People enjoyed hobbies and interests that reflected their preferences, and opportunities to try new things were offered. Throughout our time visiting St Marys, we observed staff socialising and supporting people in their chosen way. This created a warm and welcoming environment in the home.

Care records captured life histories, cultural preferences and what a good day looked like, which helped staff tailor routines, activities, and meals. People were supported to observe faith, maintain relationships and celebrate events that mattered to them, and staff adjusted approaches to match communication styles and sensory preferences. People’s preferences were known by staff, and this was reflected in the support provided. Relatives also praised how cakes were made on birthdays to celebrate each person on a day which was important to them.

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment, and wellbeing.
People were supported to be independent, making choices about their routines, preferences, and activities. Staff were kind and person centred in their approach and encouraged people to do things for themselves where safe. Care plans were person centred and included information about what mattered to people. People personalised their rooms, chose their clothing and meals, and used assistive equipment where needed to maintain safe, independent living.Staff encouraged people to move around the home freely and make spontaneous choices about their daily activities. Environmental adaptations, combined with staff reassurance and gentle prompts, helped people maintain as much independence as possible. Relatives told us staff communicated well and took time to explain options in ways that supported people to make informed decisions.

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 responded promptly when people’s needs changed, adjusting support in real time, although this was not always recorded until later in the day. People and their relatives said they felt listened to and confident their concerns would be addressed quickly.
Staff knew the people they supported well and were able to respond to their needs. Staff recognised changes in mood, mobility or appetite and escalated concerns promptly to seniors or health professionals. They were aware of how people communicated and were able to use this to adapt their approach to meet people’s needs. This included understanding how people expressed pain or discomfort so support could be sought. This meant people experienced compassionate, person-centred care from staff who knew them well, respected their preferences, and responded promptly to their needs.

The provider cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care. Leaders supported staff wellbeing and development through regular supervision and open communication. Staff described feeling valued and supported. Reflective debriefs were held after incidents. The registered manager said, “We sit down and have a cup of tea and cry on each other’s shoulders and get over it.”

There was no formal employee assistance programme, but the management team would signpost staff to access wellbeing resources such as Citizens Advice if needed, which supported a stable workforce. There was a flexible working policy in place, and the registered manager was able to share example with us where they had supported staff with a flexible approach to help them to sort matters out of work and attend appointments. This meant people received care from staff who felt supported, valued, and able to perform their roles effectively.