Farmhouse Residential Rest 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 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 and their relatives told us staff were kind and caring. One person told us, “All the staff are very nice.” A visiting relative told us, “Nothing is too much trouble for the staff. They are very welcoming and keep me updated.” Another relative told us, “We went to look at several local homes, this one is the best. It’s small and very friendly.” We saw written within a compliments book, one relative had recorded, ‘Thank you for a Mother’s Day brunch. The staff always go above and beyond looking after our precious family. Thank you for all you do.’

Our observations showed staff spoke to people in a kind and caring manner. We saw a member of staff talking to one person who was sitting down. They ensured they were at the same level as the person so not to be standing over them. One person’s relative required extra support when visiting due to a disability. Staff facilitated this to ensure the visit could go ahead. This demonstrated kindness and compassion to not only the person but their relative also.

The provider did not always treat people as individuals or make sure people’s care, support and treatment met people’s needs and preferences. Whilst the provider took people’s specific strengths, abilities and needs into account, their cultural and unique backgrounds were not always fully considered. [KS1]

One person had cultural needs which would have benefitted from staff supporting them in a more individual way. Although this person’s care plans clearly stated their needs, no effort had been made to support the person in a way that was specific to them. Following the inspection the provider sent us an action plan telling us how they planned to make this person’s care more person centred.

Everyone had care plans which clearly identified their specific needs and staff knew them well. One member of staff told us, “You must remember who people are. I always try and get to know people’s lives.”

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

People had choices about how their care and support was delivered. One person told us, “I can go to bed when I like.” Another person said, “I am very independent, staff only have to help me at mealtimes”. A member of staff told us, “People have choices as to when they get up or when they go to bed. We try to promote as much choice and independence as possible. I Know if I wanted to lie down, I would be upset if I couldn’t go.”

We observed people being offered choices throughout the inspection and observed one person who had laid in, get up at lunchtime as this was their wish.

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.

We saw one person who was on respite at the time of the inspection had an incident whilst eating their lunch which could have caused them harm. A new risk assessment was drawn up immediately following and the staff member told us this would be handed over to all staff at their handovers to ensure the person was safe from this occurring again.

Staff were present in communal areas at all times, which ensured there was always somebody on hand to meet the needs of people who required support.

The provider carried out regular call bell audits to ensure people were responded to in a timely manner. We saw people did not have to wait long when they had used their call bell.

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 they enjoyed working at Farmhouse Residential Rest Home and management were supportive. One member of staff said, “Oh yes, it’s nice, they always listen and ask our opinion.” Another member of staff told us, “I have had a lot of support from my manager. A role was created to allow me to stop when my health needs changed.”

The provider had put in place several staff incentives. For example, a Christmas pass the parcel for staff with a present in each layer, and staff recognition certificates to recognise specific pieces of work. This boosted staff moral and wellbeing.