Spion Kop 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.

At our last assessment we rated this key question good. At this assessment the rating has remained 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 respected their privacy and dignity. Staff treated colleagues from other organisations with kindness and respect.

Staff were caring and genuinely interested in people’s health and wellbeing, and this was demonstrated by the positive interactions we observed between people and staff. People trusted the staff and felt comfortable in having conversations with them, and staff knew people well enough to know what they enjoyed talking about and how to make them laugh.

The attention to detail in care planning and auditing processes showed that the provider cared about people’s wellbeing and wanted to support people to live fulfilled lives.

People’s privacy and dignity was respected, staff knocked and waited for permission before entering people’s bedrooms. Staff encouraged people to attend to their own personal care when they were able to do so and did not deliver support that was beyond what the person had been identified as needing in their care plan.

One relative told us, “It is a good place formy relative,in terms of care, it is the best place they have stayed”. Another told us, “My relative hasbeen there for years,this servicehas been an absolute life changer for my relative, an absolute life saver.”

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.

Care plans were person-centred with detailed information about how staff could meet each person’s needs.

People’s bedrooms were decorated according to their personal taste, and people had chosen the artwork, ornaments and décor in communal areas, so it felt homely to them. People had individual activity plans which reflected the things that interested them.

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

People were supported to make their own decisions with the use of communication aids such as easy read documents. Staff adapted their communication approach to ensure people understood the options available to them. People were supported to access independent support from an advocate if they wished to do so. People’s decisions were recorded in their care plan so staff were aware of people’s choices.

One relative told us, “My relative is in charge of their own medication. They provide my relative with an evening meal, but they have to get other meals themselves. It is a nice balance of having support, but enabling my relative to maintain their independence.”

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 observed responding to requests from people whilst being mindful of their independence, encouraging them to do things for themselves where they were able.

Care plans contained detailed information about how people communicated, and factors that were likely to affect their communication.

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 that the provider supported them to learn and develop. Some leaders had moved from support worker roles into leadership roles. This showed that there were opportunities and incentives for staff to progress. One staff member told us, “I have been here for a few years. I feel comfortable to go to leaders with any problems that I have and I know they will support me”.

Leaders told us the provider always recognised staff members’ birthdays with a card and a gift. The provider had a high level of staff retention with many of the staff group having worked for the provider for several years.

One relative told us, “Staff seem like they are enjoying the joband thisdoes come across”.