Five Rivers Living 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 required improvement. At this assessment the rating has changed to good. At our last assessment we rated this key question good. This meant people were supported and treated with dignity and respect and involved as partners in their care.

The provider was previously in breach of the legal regulation in relation todignity and respect. Improvements were found at this assessment and the provider was no longer in breach of this regulation.

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.

At our last inspection people were not always treated with dignity and respect. At this inspection improvements had been made. Staff had a caring attitude, listened to people, and communicated with them in a kind and respectful way.Staff were trained in providing dignified care which they delivered in line with people’s preferences and wishes and according to their care plans.

Relatives made many positive comments about the caring nature of the staff team. A relative said, “[The staff are] kind and caring, very much so, [person] loves it here and has a good rapport with the staff. Humour and banter are very important.” Another relative commented, “Staff are kind, caring, and good fun, and all go above and beyond to include the laundry, maintenance and office staff, all of them would offer any extra help if necessary.”

We observed many caring interactions during our inspection. Staff knew people well and were attentive and patient. The registered manager mentored staff and worked alongside them to ensure a culture of kindness was maintained at the service.

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 individual needs and preferences were set out in their care plans.Staff knew people well, and could tell us about them, including their likes and dislikes, hobbies, life histories, and cultural preferences.

People were encouraged to take part in activities if they wanted to. A relative said, “There are plenty of activities on offer. [Person] enjoys having their nails painted, colouring, and planting in the garden.” The service had a new sensory room which people enjoyed using, and the activity co-ordinator provided group and individual activities including trips out.

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

People’s routines varied according to their wishes. For example, people chose their own bedtimes/getting up times and how they wanted their personal care provided. Relatives confirmed this. A relative said, “Personalised care is given with choices [person] can make, they like to get up later than some of the other residents.” Another relative told us, “[Person] chooses their routine, goes to the lounge and dining room, has also made a lovely friend.”

Care plans showed how staff encouraged people to be autonomous and have control over aspects of their daily lives. People’s preferences were clearly recorded and instructions given to staff on how to support people to remain as independent as possible. Examples of this included staff encouraging people to remain mobile, join in activities, and take responsibility for some of their own personal care.

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.

Call bells were answered promptly. Call bell audits showed on average it took staff 2 to 3 minutes to respond if a person rang their call bell. Emergency call bells were usually answered in under 1 minute. A relative told us, “All bells are answered quickly.”

The provider had systems in place to ensure people who were unable to use call bells received care and support when they needed it. Nighttime sensors, which picked up sound and movement, were used in people’s room to alert staff if they needed assistance. People who were unable to use call bells also had hourly checks during the day and 2 hourly checks at night.

Staff regularly checked on people’s wellbeing and ensured they were comfortable and had adequate hydration. To prevent people becoming isolated they encouraged them to take part in activities and to socialise with others.

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

There were processes in place to support staff wellbeing including supervision, counselling, and access to a mental health helpline. Staff had the opportunity to share their views about the service at staff meetings and through staff satisfaction surveys.

Individual staff who provided exemplary care and support were recognised via the provider’s ‘employee of the month’ scheme. The provider arranged meals out for staff to thank them for their work at the service.

Staff said the provider, registered manager, and deputy manager, were approachable and kind and they were happy to go to them for support if they needed it. Where possible, staff were allowed to work flexibly to fit around any caring or other responsibilities they had outside work.