Kingsley

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

The staff always treated people with kindness, empathy and compassion and respected their privacy and dignity. Staff’s attitude to people was positive and respectful. They described people to us in positive ways, and this was reflected in records. We observed people were relaxed in staff’s company and chatted in a relaxed way. Staff spoke with people in a respectful way and provided any information or reassurance they needed.

Staff ensured people had privacy. They knocked on people’s bedroom doors and waited to be invited in. People were confident no one would go into their room without their permission. People who wanted to proudly show us their bedroom.

The staff team treated people as individuals and made sure people’s care and support met their needs and preferences. They took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics. Staff understood what was important to people and made sure their preferences were respected. They explained how people’s food presences were included on the menu each week, including rice and peas and curry. Other people had been given the opportunity to try new foods and told us their favourites had also been included. One person told us their favourite was spicy pasta with scotch bonnet chillies, while another told us they enjoyed a particular brand of chocolate spread on toast in the morning.

People had been asked about their cultural and spiritual needs. These were respected by staff, who arranged for people to continue to follow their chosen faith. Including seeing a priest regularly.

The registered manager promoted people’s independence, so people knew their rights and had choice and control over their own care and wellbeing. People had choice and control over what they did each day. Before our assessment the registered manager told us, ‘Residents are actively involved in all aspects of their care’. We found this was correct. Staff knew people’s preferences and supported them to follow their preferred routines, such as the time they liked to get up and go to bed. They understood what people like to do without support and when they liked staff to provide support and reassurance. For example, staff described what people were able to do for themselves when they showered and the support they needed from staff, such as to wash the areas they could not reach.

People planned the menu with staff each week and staff supported them to shop for the ingredients. People described to us how they prepared their own breakfast and prepared meals with different levels of staff support. People who wanted, completed household tasks such as washing up and putting out the rubbish. They told us they liked to be busy and involved in their home.

The registered manager and staff 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. We observed staff answering people’s questions quickly to offer reassurance and the information people needed. Staff anticipated what may cause people anxiety of distress and acted to avoid triggers. This included telling us how we could best chat with people and obtain their feedback about the service, including spending time with people individually or in small groups.

The provider did not always care about and promote the wellbeing of their staff. They did not always support or enable staff to deliver person-centred care.

Staff told us they felt supported by the registered manager but not by the provider. They told us the registered manager had made arrangements for them to follow their spiritual needs whilst at work. Staff told us the registered manager was always available to offer them support and guidance, including when they were not at the service. However, they told us they felt “isolated” from the provider’s leadership team. No one from the provider organisation had visited the service to get the know the staff and people and understand the service being offered. Staff told us they did not feel valued and appreciated by the provider.