Cotswolds Rise Residential Care 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.

This is the first assessment for this 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 70 (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 make sure staff followed ways of working that respected and maintained people’s privacy. We observed a computer and desk area was set up for staff to work in one of the communal lounges at the service. We observed some occasions when people’s privacy was not maintained when staff were working from this desk area. We observed 1 occasion where a confidential telephone conversation was held with other people and staff present in the communal area. We also observed a person approach staff at this desk area to talk with them about their personal health needs. Staff did not encourage the person to move to a more private place and continued to have this confidential conversation in the lounge with other people and staff present. We also observed occasions where the computer was left unattended with staff still logged in. We raised this with the provider and home manager who took immediate action to address these shortfalls. They removed the desk and computer from the area and people were notified of a breach of personal information.

However, we observed care being delivered that was kind, caring and promoted people’s dignity. Personal care was delivered with doors closed and people were addressed with respect. People and relatives told us staff were caring, and they could ask for help at any time. One person said, “The carers are very good, very kind, you can talk to any of them.”

Staff treated colleagues from other organisations with kindness and respect. We observed interactions with visiting professionals and saw staff were respectful in their approach.

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. Information on people’s individual needs were recorded in their care plans. The provider used a system called ‘resident of the day’ which helped to make sure people were having the care they wanted and needed. The system made sure different departments spent time with the person making sure the care plan was accurate and wishes and needs were known. Records demonstrated people had a visit from the kitchen staff, activities staff, housekeeping and maintenance staff. Discussions with the person and any actions identified were recorded.

As part of the ‘resident of the day’ process care plans and risk assessments were reviewed and updated. This made sure care planning was current and reflected people’s needs and wishes.

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing. We observed people being supported in ways that promoted choice and independence. For example, people were able to choose where they spent their time, what activities they participated in and what they wanted to eat and drink throughout the day. People’s care plans recorded their needs in relation to independence and what support was required from staff to help maintain skills such as mobility. If people needed additional equipment to support independence this was sourced and provided.

People could have visits from relatives without restrictions and we observed family members visiting during our site visits.

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. We observed staff responding to people when needed in a timely manner. However, we found people’s care records did not always record the support provided to people when they were distressed. For example, for people who experienced distress reactions, care records stated people might be distressed for 30 minutes. The provider told us this was a standard response time on their electronic system which staff used as a default entry. The home manager told us they had already identified an action to carry out training with staff on better recording in care records.

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 various initiatives to support staff wellbeing. There was an electronic application which provided staff with resources to help their health and mental wellbeing. For example, if staff wanted support to improve their eating or sleeping. The application had details of wellbeing counsellors and free support that was available 24 hours a day. There was an employee assistance programme which provided staff with support on a range of topics such as bereavement, financial advice and anxiety and stress. An employee of the month award was available where staff were rewarded with a monetary voucher. The home manager told us they were given a staff wellbeing budget from the provider to organise treats such as take-aways. The staff wellbeing budget was also being used to make improvements to the staff rest-room. The home manager told us they wanted to make it a nicer environment for staff to use when on their breaks.