Harvey Lane

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 the same. 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.

We observed people to be treated with kindness and respect. We spoke with staff who spoke passionately about wanting to support people to live their best lives. Care records used mostly appropriate language, and where a staff member had used language which may be considered derogatory to describe an incident, action was taken in response.

We received limited feedback from relatives, however those we spoke with told us staff were caring, and that they had no concerns around the treatment of their loved ones. We observed people and staff to be relaxed around each other.

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.

People’s individuality was celebrated and embraced. The registered manager had high standards and was dedicated to ensuring people could live their lives the way they wanted to. Care records were person-centred and painted a picture of people's lives, what is important to them, and their strengths.

Staff and managers knew people very well and were able to talk with ease at length about the people they support.

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 maintain their independence, choice and control. Key worker meetings were held regularly and were used to review peoples care with them. People’s private spaces had been personalised with their belongings and were homely. People were mostly encouraged to do what they could for themselves to retain their independence and develop new skills. However, work was required to ensure all staff were involving people with tasks such as laundry, preparing meals and cleaning where safe and appropriate to do so. This helped people maximise their independence and maintain skills for daily living.

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.

Where people experienced periods of anxiety causing them distress, we observed staff to be responsive to their needs. Staff were familiar with peoples’ behaviour and could pre-empt what people needed to de-escalate situations. The manager was regularly supporting staff with care, and monitored that people received the support they needed in a timely way.

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

Staff told us they felt well supported and had everything they needed to do their jobs well. There was a staff wellbeing lead in place at the home, who acted as an advocate for the staff team to discuss any concerns with, both personal and work related. Information relating to staff wellbeing was available, and we saw supervision records which demonstrated a caring approach towards the wellbeing of the staff team.