Richmond Village Coventry DCA

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 assessment for this newly registered service. This key question has been rated Good. 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.

People told us staff knew them well and knew how they liked their care to be delivered. Comments included, “They are very kind, helpful. I can’t fault them” and “They have a caring attitude, very kind and respectful.” People said staff were always mindful of protecting their privacy and dignity. One person said, “The carers help me have a shower, I never feel embarrassed with them They are like friends now.”

Staff told us how important it was to care for people and treat them as individuals. During our discussion with them, they demonstrated a caring approach. One staff member said, “Every time I do a call I do it in the way I would want to be treated. You learn by talking to the resident what they like, what they don’t like, and you respect that in the way your work with them.” Another said, “If a resident isn’t feeling well or they are a bit sad, when we have a spare five minutes, we pop back to have a quick chat.”

Staff completed training to ensure they fully understood how to maintain people’s privacy and dignity. Care plans usually detailed how to support people to ensure their dignity was maintained.

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 felt they were treated as individuals because staff knew them well. Conversations with staff confirmed they had a very good understanding of people’s likes, needs, dislikes and preferences. Staff told us they sought this information from people’s and their families to ensure they respected their wishes.

Care plans were person centred and identified people’s preferences. For example, they showed people’s preferred choice of drinks and how they liked them to be prepared. Records showed if they wished to have a drink at the beginning or end of the call.

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing.

People spoke positively about the service and how staff supported them to maintain their independence. One person said, “They support me to remain independent. They are looking after me. Whatever I need they will do for me. They are keeping an eye on me.”

Staff were knowledgeable about people and described how they supported people to remain independent. One staff member told us, “We encourage independence. It’s important to keep doing the things you can, while you can. It maybe we encourage them (people) to wash the bits they can reach and we do the rest.”

Care plans referenced people’s choices and wishes so that staff could support people’s independence where possible.

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.

People felt their needs were understood and staff were responsive to their needs. People said they were able to see professionals such as a doctor, district nurse, hairdresser, dentist etc, via family members or with support from the service. One person told us, “I would phone the surgery if it was health related or press my buzzer for them (staff) to help me.”

The registered manager told us people had pendants they could use to alert staff in an emergency situation and they would respond. They described 1 incident where a person had become unwell and needed their assistance and had used their pendant to summon staff’s attention. Staff were able to go to the person to assist them and check they if they needed medical assistance. The registered manager told us where people wanted increased calls, this was assessed to check if this was a temporary need or if it was likely they would need regular increased care calls. Where people asked for additional support during care calls this was accommodated where possible providing it was within the time allocated. If there was insufficient time to carry out any additional care and support, arrangements were made in agreement with the person for an additional care call where this was possible.

Relatives spoke positively about how the registered manager and the staff team responded to requests they made. For example, 1 relative said, “We asked for nurse to visit (their family member), and she was there within 10 minutes.”

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

Staff spoke positively of working for the service and told us how management staff could be flexible to accommodate their needs. One staff member told us how they needed some time off work to attend to family matters. They said, “[Registered manager] was so supportive she told me not to worry about work and to focus on my family.” They went on to tell us, “I wasn’t worried about my job and felt so supported.”

Staff told us how they worked as a team and supported one another. For example, if 1 staff member was running behind due to a person needing additional support, they would call upon one another for assistance to help reduce the risk of calls running behind.

The registered manager told us how reasonable adjustments had been made to support staff where needed. For example, all staff worked different hours and shifts to help accommodate their needs as well as people’s needs. The registered manager explained how 1 staff member needed time off during the day for a specific reason and how this had been accommodated on a temporary basis to support them.