Chapel Garth EMI Residential 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 remained good. This meant people were supported and treated with dignity and respect; and involved as partners in their care.

This service scored 65 (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 did not always treat people with kindness, empathy and compassion, or respect their privacy and dignity. Some staff were kind and caring towards people and explained what they were doing and were positive and had a good banter between them. Others were not so caring. One person requested a drink on 2 occasions and staff declined stating they were too busy. Another staff member stood over someone whilst assisting them to eat, which wasn’t conducive to a relaxed atmosphere. One person said, “They [staff] knock on the door.”

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 care plans and supporting documentation were personalised and reflected people’s current needs. The management team and staff knew people well and understood their personal preferences.Staff engaged with people socially and ensured activities were taking place which suited people’s likes and dislikes.

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing. Likes and dislikes were recorded in people's care plans and included meal preferences and what they would like to do during their day. However, the management team were working with staff to ensure they were focusing on individuals rather than tasks.

The provider did not always listen to and understand people’s needs, views and wishes. Staff did not always respond to people’s needs in the moment or act to minimise any discomfort, concern or distress. One person was showing signs of anxiety, but it appeared staff did not know how to support the person and felt they would be all right when they had settled into the home. However, no direct support was offered to minimise their distress. However, we observed 2 staff assisting people to relieve pressure and they carried out the task in a very calm and caring way, explaining their interactions.

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 processes in place to support staff wellbeing. Staff meetings and supervisions took place and gave staff a forum to discuss any concerns or development needs. Staff had access to an anonymous comments box and the manager told us they operated an ‘open door’ policy and were readily available to support staff. The provider operated an employee of the month, where the successful employee was selected by their colleagues.