Nimrod House Supported Living

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 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 relatives told us staff were kind. One person living in the service told us how they liked the staff and were happy being supported by them. During our assessment, we observed light-hearted, compassionate interactions between staff and the people they supported. People appeared very comfortable in the presence of the staff who were supporting them. This was evident across each person’s staff team and included the managers as well.

A family member we spoke with told us, “They’re lovely, I can talk to every one of them (staff). They are so caring, compassionate and so dedicated to the jobs they are doing.”

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 and support people received was person centred which reflected them as individuals. Each person’s support was tailored around their hobbies and interests. The possessions in their flats were of their own tastes and interests and were how they wanted them. People were proud to show us their flats and were keen to tell us about the many varied interests they had.

A staff member told us how they supported people to plan the things they wanted to do each week. The said, “We sit down at the beginning of the week and plan all of the necessary tasks [person] does such as shopping and then they decide other things they want to do with their week ahead.”

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

Care plans clearly detailed the support people required and were written in a way which enabled staff to understand their responsibilities and how best to support people to maximise their independence and achieve their goals.

During our assessment, we observed people being supported to go out and do a range of social activities as well as attend necessary appointments. People were supported to do the things they wanted to do and go to the places they wanted to go. The provider told us about the work they were doing with a person they supported who was currently reluctant to go out. They told us how they had consulted with healthcare professionals, expertise from within their organisation and the person’s family but recognised, at this time, the person was expressing a choice.

People chose the food they wanted to eat. Each person was supported to prepare a menu and in most cases were supported to their own food shopping. People’s choices reflected their tastes and where necessary also met their religious and cultural needs.

Staff demonstrated understanding and importance of people having and making choices. A staff member told us, “[Person] likes to try new things, it’s a good way of learning and it’s a way of knowing what your choices are.”

The registered manager told us people were encouraged to be part of the recruitment processes for new staff. They told us of the importance of people being able to meet staff who might support them and where possible to ask them questions during the interview process.

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 consistency and knowledge of staff helped ensure people’s needs were responded to when changes were observed so that appropriate, effective action could be taken.

Records demonstrated people had access to healthcare services promptly when they experienced changes in their health or had concerns about their wellbeing. Staff acted swiftly to ensure people received timely access to healthcare services when needed.

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 were happy working for the provider. Most staff had worked at the service for a number of years and told us they enjoyed the work they did. They felt supported by both the registered manager and deputy manager. They had access to training opportunities they needed to undertake their roles effectively. A staff member told us they found the provider supportive to their career development. They said, “This company creates opportunities for people who want to grow and develop. I would like to move into management one day and this is a good place to do it because there are opportunities and they will help you.”

Staff received regular supervision and annual appraisals. All staff completed mandatory training and were supported to undertake the care certificate training, which provided a comprehensive introduction to working in adult social care and helped staff develop the skills and knowledge required for their roles.