Red Rocks Nursing Home

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 changed to outstanding. This meant people were truly respected and valued as individuals; and empowered as partners in their care in an exceptional service.

This service scored 90 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

People, relatives, visitors and health and social care professionals spoke highly about how caring and supportive the service was. The provider consistently treated people as individuals and was exceptional in ensuring their care, support and treatment reflected their needs, preferences and aspirations. Staff took full account of people’s strengths, abilities, cultural backgrounds and protected characteristics, recognising these as integral to delivering truly person‑centred care. This approach was reflected in the consistently positive feedback we received from people and their relatives. Staff put people first and treated them like a member of their own family. People told us staff were supportive and they felt cared for. Comments from people included, “They [Staff] care a lot, I can’t fault them. I can’t believe I am in such a lovely place”, “The staff are very kind and the word that I would use is LOVE, they show me love and it’s wonderful, because I haven’t had that in other places”, “I can have a laugh with them [Staff]” and “The staff are all very kind and caring.”

People were relaxed and comfortable around staff. There was a calm, friendly atmosphere and we saw staff took time to sit and talk with people. People received personalised support that reflected their histories, routines and what mattered most to them. Care plans were meaningful and individualised, avoiding a ‘one size fits all’ approach. Care plans captured people’s preferred ways of communicating, their interests, emotional wellbeing and physical health needs. Staff used this information, alongside their strong knowledge and experience of each person, to tailor support in ways that helped people feel valued, respected and understood.

People were treated with dignity, without discrimination, and in ways that promoted their individuality. People’s unique characteristics and physical limitations were not viewed as challenges but as aspects to be recognised, valued and incorporated into their care and support. Staff understood people well enough to anticipate any changes to people’s care and adapted their support with sensitivity.

Staff cared for people in a way that exceeded expectations, and which meant people lived more fulfilling lives with examples of improved independence, social interactions and mental wellbeing. For example, one person was so overwhelmed by the kindness and compassion shown by staff when he was first admitted to Red Rocks, he wrote a poem to the staff to express his gratitude and profound happiness. For another person who was a passionate football supporter but was no longer able to attend the matches, a member of staff recorded their own commentary as they watched the match - which the person then listened to. The person derived great enjoyment from this telling us they felt they had been at the match.

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 were supported to direct their own care and support whenever they could. Comments from people included, “They [Staff] know me and what I need” and “and “The staff ask me about what I need and they help me with everything.”

Staff supported people to maintain their relationships with family and friends. Visitors to the home were encouraged and made to feel welcome. We saw visitors at the home on the day of inspection and how this had a positive impact on people’s well-being. One visitor told us, “The staff are lovely with me, and I feel that they’re welcome which makes visiting easier for me.” People’s spiritual needs were also catered for. For people who were no longer able to attend religious services, a chaplain visited the home monthly to conduct a mass.

The provider was exceptional at promoting people’s independence, ensuring they understood their rights and had meaningful choice and control over their care, treatment and daily lives. Staff consistently delivered support that upheld people’s autonomy and respected their preferences, including choice over who supported them and when support was delivered. People’s care and support placed strong emphasis on independence, dignity and active involvement in decision‑making. Staff spoke kindly about people and with compassion. It was clear from these conversations staff knew people exceptionally well. Throughout the inspection the atmosphere in the home was exceptionally calm and caring because staff were organised, and person centred focused. Staff met people's care needs in a person-centred way - with no evidence of task-oriented practice in the home. People were not left unattended in communal areas and staff were visible and available to respond to people whenever the need arose.

The provider demonstrated a strong commitment to empowerment and independence, which led to noticeable improvements in people’s wellbeing, confidence and overall quality of life. For example, staff utilised technology to enhance people's lives. Staff told us about 1 person who looked forward to their online calls with a family member and that knowing they would see their relative gave them something to look forward to. We saw clear evidence of the provider’s in‑depth understanding of the needs of people to feel as though they were at a home from home. People had the freedom to decorate and furnish their bedrooms to how they wished, so they truly reflected their individuality and choice. One person derived great enjoyment from watching the birds and a bird feeder had been installed outside of their patio doors, to enable them to do this, from the comfort of their armchair.

People were supported to maintain and develop their relationships with those closest to them, in line with their rights and choices which contributed greatly to their emotional well-being. Family members were supported and involved with their loved one’s care so that decisions were truly collaborative and consistent with promoting people’s independence, rights and preferences. People were both encouraged and supported to contribute to their communities and pursue activities that reflected their interests. The provider employed 4 activity co-ordinators to help facilitate actives for people which were meaningful to them. People told us, “We have a short quiz after lunch each day which keeps my brain going” and “We have activities and there’s things on all the time, one of the staff reads to us sometimes which is lovely, there is painting etc if you want to do it.” People also enjoyed trips out into both the local and wider community such as pub lunches, coffee shops and trips to the theatre. People greatly valued visits from children from the local nursey school. This intergenerational bonding helped to boost people's emotional well-being and sense of community.

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 had built up close bonds and relationships with the people they supported. People received timely and consistent care from familiar staff who understood their needs. Staff noticed when people were in discomfort or distress and took swift action to provide comfort and support. One person told us, “If I ring my bell they [Staff] don’t take too long.”

The provider always cared about and promoted the wellbeing of their staff and was exceptional at supporting and enabling staff to always deliver person-centred care. Staff across all levels of the organisation told us they felt valued, respected and empowered in their roles. There was a strong culture of openness, collaboration and shared purpose, with staff describing the service as “one big family”. Staff did not feel subordinate to the registered manager/provider; instead, they described leaders as approachable, supportive and committed to delivering the best possible care. Staff praised the supportive culture, telling us, “I couldn't wish for a better manager” and “It’s like one big family here, it so inclusive and [Manager Name] is so supportive.” Staff wellbeing was actively supported through thoughtful matching of staff with people based on interests, an open‑door approach from leaders and various forums for discussion and sharing Training and development opportunities were exceptional. Staff spoke positively about access to learning and regular supervision. Staff also told us how much they valued the pastoral care and compassion demonstrated by the registered manager in addition to professional support. Many staff had worked at the service for a long time and had been supported to grow into new roles.

Staff wellbeing was actively supported through thoughtful matching of staff with people based on interests, an open‑door approach from leaders and various forums for discussion and sharing ideas. The provider demonstrated a strong commitment to equality, diversity and inclusion, ensuring staff felt listened to and respected. Where staff had specific needs or required reasonable adjustments, these were implemented. Leaders promoted a positive learning culture, with opportunities for reflective discussion and additional training to enable staff to continue meeting people’s needs safely and effectively. Without exception, staff we spoke with during our inspection spoke positively about the registered provider/registered manager. This holistic approach to staff wellbeing meant staff were engaged, motivated and passionate about their work, contributing directly to improved outcomes and experiences for people. Staff consistently told us how much they enjoyed their roles and how lucky and blessed they felt to work at Red Rocks.