Rockfield House

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 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 and their families spoke positively about the staff, with comments including, “Staff are fantastic,” and “I love the staff.”

We observed staff treating people kindly and interacting in a friendly manner. There was evident rapport between staff and people they supported. Staff spoke highly of the people they supported. One staff member said, “I love supporting the residents. I give my all when I am with them and try to support them as much as I can.”

Staff we spoke with were passionate about supporting people’s independence, choice, and human rights.

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, in preparation for one person moving into the service, staff and people within the home educated themselves about the person’s culture. The provider arranged for a new training module for staff to complete related to this. People were involved in creating new signage for the home that reflected the person’s preferred language.

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 make decisions about how they spent their time and encouraged to explore and pursue different activities. People described how staff took them on days out of their choice, involved them in redecorating the home, and supported them with gardening.

Independence was encouraged in a person-centred way. For example, one person was supported to walk a little further each day outside the home, gradually building their independence at a pace that suited them. People were also supported to prepare their own meals and complete some domestic tasks.

Some people said they would like more activities in the home. The provider had recently employed a new activities coordinator and planned to involve people in developing a new activities timetable.

Care plans included person-centred information about people’s likes, dislikes, and the best ways to support them.

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 demonstrated an awareness of people’s individual needs and knew how they would respond in different situations. Positive Behaviour Support (PBS) plans were in place for all people, providing clear guidance for staff to follow in order to reduce distress.

For people who did not communicate verbally, staff used appropriate strategies to understand and respond effectively. These included body language, hand gestures, tone of voice and picture boards.

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

The provider had initiatives in place to promote staff wellbeing, including access to wellbeing resources and benefits, and recognising and celebrating staff contributions. However, some staff we spoke to did not always feel valued or supported.

Staff told us they were not allocated regular breaks during their shifts. Some reported working up to 12 hours straight without a break. They also reported a lack of appropriate space to take breaks of eat their lunch. We raised this with the manager, who implemented a new process to ensure all staff are offered breaks by team leaders.