Liberty House

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 inspection we rated this key question as requires improvement. At this inspection the rating has improved to 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 the staff were compassionate, kind and treated them with dignity and respect. A person’s relative told us, “Staff are friendly and approachable, and demonstrate humour and warmth toward our [relative]. They are particularly skilled when managing more complex and difficult behaviours, particularly the manager whom our [relative] responds to very well. Issues are talked through and compromises are made where possible.”
People told us the staff listened to them and communicated with them appropriately. Staff provided care in accordance with people’s preferences and requirements.
A staff member told us, “Kindness is something we take great pride in, all staff have the time and patience for each individual in our care, and I have no concerns about any staff member.”
 

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 understood and detailed in their person-centred care plans. People’s care plans were available to staff to refer to, for guidance on how to support individuals.
Staff told us they understood the importance of treating people as individuals. Care plans included any relevant personal, communication, cultural, social or religious needs, which might be important for care staff to understand when providing care and support.
A staff member told us, “People are supported to make their own choices about the activities they would like to take part in. I have been part of the team supporting people with community activities and trips, including visits to Skegness and the fun park. We also support people to take part in activities that interest them and promote their independence, confidence and wellbeing.”
 

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing.
Staff supported people to experience real choice and control as far as they were able. People’s care needs, preferences, and aspirations were detailed in their individual care plans, and staff had access to those documents to use as a guide.
People were supported by staff to maintain as much independence, choice and control over their lives as possible. Some people received additional 1:1 support from staff to access community activities, which ensured an individualised approach to supporting people, especially in respect of activities which took place outside of the care home.
People were supported to maintain relationships that were important to them. The provider was supportive of that and encouraged people to maintain those links.
 

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.
Staff were alert to people’s needs and took the time to observe, communicate and engage people in discussions about their immediate needs. Changes in people’s health status, and emotional states were also monitored. That information was used to find out how to respond in the most appropriate way to support people and ensure care was provided in accordance with their wishes.
Staff knew people well and could quickly recognise when people needed urgent help or when a person was starting to experience a decline in their wellbeing.
 

The provider cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care.
The provider recognised the wellbeing needs of their staff. These included ensuring the necessary resources were available to enable safe working.
Staff were given regular opportunities to provide feedback, raise concerns and suggest ways to improve the service or staff experiences. A staff member told us, “The deputy manager is always keen to have feedback and does give us feedback forms to fill in order to hear our opinions.” Another staff member told us, “The deputy manager, is all things in the workplace, efficient, effective, knowledgeable, approachable, caring and understanding.”
Staff felt part of an effective team. For example, a staff member told us, “We have a brilliant small staff team who help each other out if a shift needs covering for sick or annual leave, or just simply swopping shifts, so there is consistency for our service users. We do not use agency staff as we feel that we work together as a team and ensure all shifts are covered. [The deputy manager] will swap the rota round and check everyone is happy before making any changes.”