Raintree Care Ltd

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 treated people with kindness, empathy and compassion and in how they respected people’s privacy and dignity.

People were treated with kindness and compassion. Without exception, we received only positive feedback from people about the registered manager and staff. A relative told us, “We are always given privacy to spend time with [name of family member]. I know the staff support him with his personal care discreetly and in a way that protects his dignity.” An external care professional added, “Staff are respectful, patient, and attentive. They support [name of client] in a way that preserves their dignity particularly when they provide him with any personal care. My client has his own bedroom and ensuite bathroom, and staff always knock on his door before entering.”

People looked at ease, comfortable and happy in the presence of the registered manager and staff. The way staff interacted with people they supported in both the supported living properties we visited was characterised by warmth, kindness and compassion. Staff were always attentive and reassuring to people and responded well to what they were communicating. We observed staff knock on a person’s bedroom door and wait for a response before entering, as well as engage socially with them in their bedroom. This indicated staff had built trusting and valued relationships with people. The registered manager and staff always spoke about people they supported in a respectful and affectionate manner.

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 treated people as individuals, respected their preferences and routines, and tailored care to their personal circumstances. Staff understood what mattered to people and ensured care was delivered in accordance with their expressed wishes as set out in each person’s individualised care plan. These plans contained detailed information about people’s strengths, likes and dislikes, spiritual and cultural needs, and how they preferred staff to meet their personal care and support needs and wishes. For example, staff ensured people ate specific foods in accordance with their dietary, religious and cultural 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.

Staff supported people to be as independent with activities of daily living and to make informed choices where possible. A relative told us, “The staff are good at encouraging my [family member] to take positive risks in order for him to develop his independent living skills, which he is also studying at college.” An external care professional added, “Staff encourage [name of client] to be as independent as possible within safe limits, supporting him with preparing his breakfast, doing simple tasks around the house, making small purchases at the local shops and learning how to live more independently at college.” Care plans gave staff a good overview of people’s differing dependency levels, so they knew exactly what people were willing and capable of doing safely for themselves, and what tasks they needed additional support with. These care plans set clear expectations that staff should encourage people to do as much for themself as possible. A member of staff told us how much a person they supported liked to bake and how they knew exactly what ingredients they needed to buy when they were out with staff food shopping.

People’s choices and decisions were also reflected in their care plan. Staff understood the preferred ways people communicated and expressed their choices. An external care professional told us, “My client is supported to make choices using visual and simple options. Staff interpret and respect his expressions of preference. For example, staff encourage my client to choose the clothes he wants to wear, the food he eats and the social activities he participates in.”

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 supported people to access external health and medical care services as and when required. Staff were aware of people’s health care needs and how to respond to any immediate health care emergencies to minimise the risk of people becoming distressed or unwell, emotionally and/or physically.

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

Staff told us the registered manager and their fellow co-workers cared about each other’s wellbeing and had created a positive environment for everyone to work in. Staff told us they felt happy and safe working for this provider. Staff had regular opportunities to meet with the registered manager to discuss their wellbeing and home/work life balance. Staff told us they could request additional support or training if needed. A staff member remarked, “I really enjoy working for this provider. We work well as a team and I personally feel valued by the manager [registered] and the families of the people we support.”