Cross Street 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. 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 80 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The service was exceptional at treating people with kindness, empathy and compassion and in how they respected people’s privacy and dignity. Staff always treated colleagues from other organisations with kindness and respect.

People were consistently treated well and with great kindness, dignity and compassion by staff working in the care home. Without exception, we received only high praise from people about the managers and staff who worked at the care home. Typical feedback included, “The staff are nice to me”, “[Name of service user] usually appears calm, relaxed and happy whenever I see them. They have a good rapport with the carers who treat him with affection. He totally trusts the staff” and “Staff respect my client’s privacy and always treat them with dignity”.

People looked at ease, comfortable and happy in the presence of managers and staff. The way managers and staff interacted with people living in the care home throughout our site visits was characterised by warmth and kindness. Staff were always attentive and reassuring to people and listened to what they had to say. For example, we observed staff frequently sit and socially engage with people relaxing in the main communal lounge/dining area. This indicated staff had built trusting and valued relationships with people living in the care home. Managers 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.

People received care and support from staff according to their individually assessed needs and wishes. People told us staff treated them or their family member as individuals and understood what their specific personal care needs, preferences and daily routines were. Care plans were personalised and 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. Staff knew how to protect people from discriminatory behaviours and practices.

The service 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 as possible with the tasks of daily living. People moved freely around the care home and spent their time as they wished, with no unnecessary restrictions. Managers and staff told us they had worked closely with an occupational therapist to ensure one person using the service was supplied with a personalised walking-frame which enabled them to move independently around their home and the wider community. A member of staff said, “[Name of service user] has definitely gained in confidence since getting their new walking frame and enjoys using it to get around on their own.” Another member of staff added, “[Name of service user] is responsible for putting out the recycling and opening the windows in the communal areas when the weather is nice which they take a lot of pride in.” 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 would need additional support with. Managers reviewed people’s care records at regular intervals to make sure these remained up to date and current about people’s care and support needs.

People had choice and control over how their care and support was provided. Their choices and decisions were reflected in the care and support planned for them. An external care professional told us, “The staff have learned how to communicate with my clients to ensure they can make informed choices and they always take on board peoples expressed preferences when it comes to things like the food they eat and social activities they join in with.” A staff member added, “We always ask people what they would like to eat and drink, and what social activities they might like to participate in. For example, we know if [name of service user] pushes their shoes away when we use them as an objective of reference this means they do not want to go out at that time.”

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

Staff told us the managers and their fellow co-workers cared about each other’s wellbeing and had created a positive working environment for everyone to work in. Staff told us they felt happy and safe at working in the care home. One member of staff said, “This is a really nice place to work. We have a great team spirit here. Another member of staff added, “The managers look after us and always have our best interests at heart.” Managers routinely used individual and group meetings to enquire about staffs’ wellbeing. A manager told us they had a wellbeing strategy to promote the health and welfare of their workforce which included wellbeing champions and access to wellbeing counselling sessions.