Housing 21 - Bridlington Branch

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 outstanding. At this inspection the rating has changed to 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 provider always treated people with kindness, empathy and compassion, and staff respected people’s privacy and dignity in their day‑to‑day interactions.

People and relatives consistently described staff as caring, friendly and attentive. One person said, “They (staff) are a lovely bunch of people. I have no complaints whatsoever.” A relative told us, “[Staff are] exceptionally kind and supportive.” Staff supported people sensitively with aspects of personal identity, including helping a person with a protected characteristic choose clothing that reflected who they were. They also addressed inappropriate behaviour respectfully, reinforcing expectations of dignity and inclusion. Although experiences of punctuality and consistency varied in the wider service, people’s feedback showed that when staff were present, they were warm, respectful and took time to support people in ways that upheld dignity and made them feel valued.

The provider treated people as individuals and was exceptional in how they made sure people’s care, support and treatment met people’s needs and preferences. The provider took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

People received care that reflected their personal histories, identities and preferences. Staff showed a detailed understanding of what mattered to each person. Records and observations demonstrated that staff used personalised communication tools, such as picture cards for a person living with communication difficulties. Staff adapted care around cultural, emotional and life-history needs. One relative explained, “[Staff] knew [Name] so well.” Staff supported 1 person with a protected characteristic sensitively with their clothing and accessories. Their relative said this had given the person confidence.

Staff and managers showed a clear commitment to understanding and responding to people as individuals. Personalised information was captured in care records, including people’s every-day preferences, such as how many sugars they liked in their tea.

Managers used audits to check care notes were person-centred rather than task focused. For example, where choices were not always clearly recorded messages were sent to individual staff or the whole team to improve how they documented people’s choices and preferences.

Activities and social opportunities were tailored around people’s interests and life stories. People were invited to regular resident meetings where they could suggest what they would like in the future. For example, requesting a reminiscence session, which 1 person described as, “Remembering days gone by with tea and biscuits.” People had also requested singers and entertainers, and a new plum tree for the garden. The service hosted a broad range of events such as bingo, crafts, seated exercise, a magician and seasonal celebrations. A staff member explained how they created a fun, inclusive atmosphere, “[We are] joining in, acting daft and singing along.”

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 routinely encouraged to remain as independent as possible, with staff offering discreet assistance and using care plans to prompt independence. People and relatives told us staff were flexible with routines and encouraged people to make decisions about their day. One relative told us, “They make sure [Name] is well equipped for the day.” Another said, “They (staff) always ask if they need anything else.” Staff supported people to access the community, for example arranging befriending visits, keep-fit groups, and accompanying people to appointments. This promoted people’s autonomy and wellbeing.

People had opportunities to make decisions about how they spent their time and the type of activities offered. People were asked what they would like and chose a range of group activities such as bingo, crafts, quizzes and visits from local organisations. Resident meetings and the resident satisfaction fund gave people a direct say in how communal funds were used.

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.

The provider had effective systems in place to respond quickly to people’s immediate needs and minimise discomfort or distress. A staff member explained, “[People] do not mind using their buzzers.” Another staff member told us, “There is always someone (staff) here.” This meant people could ask for help when they wished, rather than waiting for scheduled visits. If people’s needs changed staff or people were experiencing anxiety or illness, a staff told us, “Extra calls get put in.” The service also operated a daily-check so staff visibly saw every person each day. The call monitoring system supported timely care and oversight of people’s needs. Visits were colour-coded to show when completed, in progress or if staff were running late. This prompted senior staff to respond and minimise any delay.

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

There was a clear emphasis on staff wellbeing, which enabled staff to provide person‑centred care. Staff comments included, “We’re a good team”, “Everybody is very helpful” and “We all get on.” Staff retention was good, with several staff having worked at the service for many years. Staff were supported to develop and the registered manager identified individual staff strengths and supported staff into roles appropriate for these.

Staff said they felt supported and valued. One staff member said, “Everybody who works here, a lot of the older staff, make you feel welcome.” They told us about the monthly staff newsletters. These thanked staff for their work and recognised difficult times. Another staff member said they were, “Always fattened up with chocolates and biscuits” as another form of recognition and thanks from the registered manager. The provider issued reward vouchers and Christmas vouchers and staff received additional Easter and Christmas gifts from the registered manager as a personal thank you.

The registered manager was proactive in supporting work–life balance and listening to staff. Staff explained how the registered manager was flexible with rotas and considered any personal appointments staff may have. One staff member said, “[The registered manager] is really good and changes things to suit you as best they can. [They have] always been personally supportive.” Staff meetings and quarterly check‑ins gave staff a chance to raise ideas and concerns. A staff member said, “[Managers] take on board what we say, write it all down and put it in action.”