Churchview 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 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 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 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 they were treated with kindness, compassion and dignity and we observed this during our visit. Their comments included, “The staff are beautiful, very kind. I was very sick Friday night and they all came to me and called the ambulance”, “They certainly treat me well, they are lovely” and “I think they do, we have a bit of a laugh though. They are kind and caring to me.” Relatives agreed and said, “They do treat [family member] with respect and they are very kind. They are wonderful staff, very caring, fantastic” and “Oh yes they do (treat person with kindness), it’s essential. From what we’ve observed, there’s respect and dignity.”

The staff spoke kindly about the people they supported. A staff member told us, “It’s a caring environment where residents are treated with dignity and respect” and another said, “I enjoy building relationships with residents, supporting their wellbeing, promoting independence and making a positive difference in their lives.”

Staff supported people in a kind and caring manner and responded to people’s needs promptly and respectfully. During lunch, staff walked around the room to check on people. When people were being supported to eat, we noticed they were not rushed and staff made sure their clothes were covered appropriately. Staff spoke with people in a kind manner. The room had a calm and welcoming atmosphere. We observed the staff to be patient and displaying genuine affection and respect for people.

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 care plan contained information about their background, including family life, working life, and what was important to them. They also contained information about their social interests, skills and strengths. People told us their cultural and religious needs were met. Their comments included, “I go to church on Sundays when I feel like it. I always see the priest, he’s lovely” and “I am Christian, and twice every week the priest gives me communion.”

People were consulted in relation to their preference of gender for care workers. Care plans included a section about the person’s sexuality, which included how they identified, their choice of clothing and how they wanted to be presented. The registered manager and staff knew people as individuals and were committed to ensuring people were treated as such.This included in relation to their faith and sexuality.

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing. However, one person with a sight impairment was not always happy with some aspects of their care and what they saw as restrictions on them. For instance, they explained that requests to go for a walk were often turned down by care workers. They told us, “I have no freedom here. I can’t get about on my own, I am not allowed to move an inch without a carer.” They added, “I understand that there are many things that I should not do but I would like to have more walks and more to do.” We fed this back to the registered manager who told us they would address this without delay.

Following the inspection, they told us, “I have personally spoken with [person], regarding [their] wish to have more opportunities to mobilise and go for accompanied walks. This is now actively being addressed. We have introduced two prompts per day on our electronic care planning system for the care team to ensure [they are] offered the opportunity to mobilise, and that this is recorded clearly.” They added, “We will also ensure that [person] is informed in advance of upcoming events and activities, such as BBQs or social events, so that [they] can be more involved and feel included in the life of the home.”

People’s personal, cultural, social and religious needs were recorded in their care plans and respected. There was a range of activities on offer which were varied.

Relatives told us there was a culture of community, and a homely atmosphere. They felt involved in the care of their family members and consulted.

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. However, one relative told us they had found their family member's continence needs had not been met during a visit and worried they did not know how long they had been left like this. This was fed back to the management team, who told us they would address this without delay.

During our visit, we observed staff supporting people in a timely manner. People told us call bells were usually answered promptly, and staff would always take the time to check they were okay and offer assistance. The registered manager told us, “Our average response time is 30 seconds. We have a high ratio of staff. When people can’t use call bells, this is made clear in their care plans, so we do have regular checks for these people to make sure they are ok, and if they need anything. Falls are down by 50% since last year. This is because we have implemented an analysis of falls, particularly at weekends. A risk level has been put in place.” Records we viewed confirmed this.

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

The management team spoke positively about the staff team. There were systems in place to identify if staff had any specific health or wellbeing needs.

Staff felt supported and spoke of being a good team. They told us the management team cared about them and took any suggestion seriously. A staff member said, “I feel supported in my role. I receive guidance from my manager and senior staff, regular communication and support from colleagues. This helps me carry out my duties confidently and provide good quality care.”

The provider offered a range of rewards for staff to show their appreciation. The registered manager told us, “We have a barbecue every month so staff eat for free. We do a healthcare hero of the week. They get a financial reward for this. The physio does free physio for the staff. The wellbeing manager offers support for the staff as needed. We intend to put in place private healthcare going forward. With rotas, we get the staff’s preferences and try to help with childcare. We have changed our annual leave policy because some staff from overseas might need longer leave.”