Thorn Springs

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.

This is the first time we have inspected this key question since the service registered with us. At this inspection, we have rated this key question 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.

For the most part staff treated people with kindness, compassion, and dignity. However, we observed several times of the day where people went longer periods of time without meaningful engagement from staff increasing the risk of social isolation. People also had mixed experiences at mealtimes. Sometimes staff did not talk with people about their meal or how they were enjoying it or explain what the meal was to encourage them to eat and drink if they needed this support. Staff sometimes stood over people when supporting them to eat and regularly walked away from them as they supported them leading to potential confusion. People were not always supported to use the right cutlery to eat with. Staff did not always let people know what they were being served. One person said, ‘‘There are lots of different things on my plate and I am not sure what is what.’’ We fed this back to the registered manager who showed us evidence they would be completing further mealtime audits to see where improvements could be made in this area.

However, we also observed staff speaking kindly with people and treating them with compassion. For example, they spoke with people softly and slowly and asked them about how they were feeling. Staff knocked on people’s doors before entering and supported them with privacy and dignity if they needed personal care. People and relatives felt staff were kind and caring and we observed people to be happy and relaxed with the staff team, laughing and talking easily with them. One person said, ‘‘The staff here are all so lovely and friendly and it make me happy to see them.’’ A relative told us, ‘‘[Staff] are wonderful and kind and have welcomed [family member] as part of their family with welcome arms.’’

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. Staff knew people as individuals and knew how they liked to be supported. They explained what people’s preferences, likes and dislikes were and understood how important these were when supporting people. We observed staff talking with people about things that interested them. People had been supported to personalise and decorate their rooms, and staff knew what people liked to eat and drink. People’s care plans were individualised and included information about people’s history, preferences likes and dislikes. One person said, ‘‘Most of the staff team know me well. They chat to me about [my past jobs]’’ A relative told us, ‘‘[Staff] know what [family member] likes and even took them to [event] which they really enjoyed. As their dementia journey progresses, they are losing interest in what they used to enjoy but staff still try their best to engage them in things and we really appreciate this.’’

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing. Staff promoted people's independence and asked them to make choices in most of the day-to-day areas of their support. For example, staff asked people what they wanted to eat and drink, what they wanted to wear and what time they wanted to be supported with personal care. Staff took their time when they supported people, making sure the person was in control of how they were being supported. Staff promoted people’s independence by helping them do as much as they could themselves before helping them at times such as walking around the service or eating meals. People showed how happy they were when making their own drinks or choosing something to eat from ‘snack and hydration’ areas at the service and this clearly made them feel good. The management team were aware they could still make improvements in relation to making choices easier for people who could not communicate verbally easily, for example by using pictures or objects. They showed us evidence that this was being looked in to and considered going forward. One person said, ‘‘I am my own person and can-do things by myself.’’ A relative told us, ‘‘There is always a choice for [family member] about how they want to spend their time.’’

Staff responded to people's needs in the moment or act to minimise any discomfort, concern, or distress. Staff told us how they noted changes in people’s support needs and reported this to the management team to make sure care plans and risk assessments were updated. Staff were attentive to people’s needs throughout the day in relation to personal care or making sure they had something any equipment they needed nearby. One person said, ‘You call for help and [staff] are there as quick as they can be.’’ A relative told us, ‘‘[Family member] sees the staff all the time so they can notice any changes in them.’’

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. The provider and registered manager were exceptional in the way they cared about and promoted the wellbeing of their staff and supported and enabled staff to be the best they could be and always deliver person-centred care.

Staff told us they enjoyed their job roles and a large reason for this was the amazing support they had from the management team. Staff told us the management team went above and beyond to support them in their job roles. For example, making sure they had time off for difficult personal circumstances or checking in with them on their return to work ensuring they had everything they needed to be the best they could be at work.

This extended to all staff including staff who worked at nighttime. Staff told us the management team were extremely visible at the service and knew people as well as they did, making it easier to talk and discuss people’s support needs. Staff told us that without exception, if they spoke up about something the registered manager or wider management team listened intently and got back to them with meaningful actions to support them in their job roles as far as possible. They also told us the management team went out of their way to make sure their views were considered in meetings they were unable to attend. Information and minutes from meetings were always shared with every staff member to make sure their thoughts and views were considered.

Staff progression in their job roles and careers was important to the registered manager. This was regularly discussed with staff, and they were encouraged to take opportunities to continually develop in their job roles if they chose to do so. For example, becoming a ‘champion’ in an area such as promoting dignity and respect or supporting people living with dementia. Staff told us they valued these roles and that they enjoyed doing them.

The registered manager and provider continuously recognised and celebrated staff success. For example, multiple staff award ceremonies were held. However, on a day-to-day basis in areas such as supervisions, discussions and meetings staff success was identified and celebrated. Staff told us this meant a lot to them and was one of the primary reasons they continued working at the service. Several staff had worked at the service for a long time because of the support from the management team.