Rons Place

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 had developed positive and trusting relationships with staff, who took the time to get to know them as individuals. Staff demonstrated a good understanding of people's preferences, routines, communication methods and support needs, enabling them to provide personalised care that reflected what was important to each person.

Throughout our inspection, we observed warm, caring and respectful interactions between staff and people using the service. Staff consistently treated people with dignity and kindness, taking care to protect their privacy while encouraging choice, independence and involvement in everyday decisions. Support was provided in a compassionate and person-centred manner, with staff adapting their approach to meet individual needs and preferences.

Feedback from relatives was highly positive and reflected the caring culture within the service. One relative told us, “The staff seem genuinely caring towards [name of person] rather than it simply feeling like a job to them”.

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 individual needs, preferences and aspirations were identified and actively supported, enabling them to work towards outcomes that were meaningful and important to them. Staff demonstrated a strong understanding of people's personal histories, interests, cultural backgrounds and support needs, and used this knowledge to provide personalised care that respected each person's individuality and promoted their wellbeing.

Support was delivered in a way that upheld people's rights, choices and independence. This included recognising the importance of personal relationships, social connections and community involvement, and supporting people to maintain and develop these aspects of their lives in accordance with their wishes and preferences.

While staff demonstrated a good understanding of people's current needs and provided appropriate support in practice, improvements were required to ensure care records were consistently accurate, up to date and reflective of people's changing circumstances, preferences and goals. Strengthening record-keeping processes would help ensure care documentation continued to provide clear and current guidance for staff and fully evidenced the person-centred support being delivered.

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 supported to maintain and develop meaningful relationships with those who were important to them. Family members were able to visit freely and, where appropriate, take an active role in supporting their loved one's care. Relatives told us the service encouraged regular contact and helped people maintain connections with family and friends.

One relative told us, “I try to visit [name of person] and keep in contact by phone when I can. [Name of person] seems very happy, comfortable and safe at Ron’s Place, which is extremely important to us”.

People were supported to maximise their independence through access to appropriate equipment and adaptations. This included mobility and transfer aids, with input sought from occupational therapy (OT) services where required to ensure equipment met individuals' needs and promoted their safety and wellbeing.

The service actively encouraged people to participate in activities and interests of their choosing, supporting them to lead fulfilling and meaningful lives. People regularly accessed their local community and enjoyed a range of social and recreational opportunities, including bowling, cinema trips, arcade visits, church activities and seated exercise sessions.

Support was tailored to people's individual interests and preferences. For example, 1 person enjoyed having their nails manicured and painted and was supported to attend a local nail salon each month. Staff assisted the person to choose their preferred nail varnish colours and helped ensure the experience remained enjoyable and meaningful. This person-centred approach enabled people to pursue activities that were important to them, express their individuality and maintain a sense of choice and control over their lives.

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 knew people well and demonstrated a strong understanding of their individual needs, preferences, communication styles and behaviours. This enabled them to recognise when a person was experiencing discomfort, distress or a change in their usual presentation and respond promptly and appropriately.

A relative told us, “The staff are amazing with him and always appear to treat him with kindness, patience and respect.”

We observed staff providing reassurance and support to people in a calm, compassionate and person-centred manner. Responses were tailored to individual needs, with staff drawing on their knowledge of each person's preferences, routines and known triggers to provide meaningful support. Care plans contained detailed information about people's communication needs, including how individuals might express pain, discomfort or distress where they were unable to communicate verbally. This provided staff with clear guidance to ensure people received timely and effective support.

For example, we observed a staff member in a communal area promptly supporting a person who was at risk of falls when attempting to mobilise independently but was unable to recognise the associated risks. The staff member anticipated the person's movements and intervened sensitively and effectively to provide the support needed, helping to maintain the person's safety while promoting their independence.

Staff demonstrated a clear awareness of people's daily routines, preferences and potential causes of anxiety or distress. They were able to identify subtle verbal and non-verbal cues and adapt their approach accordingly, offering reassurance in ways that were familiar and meaningful to the individual. This helped people feel understood, supported and secure.

One person's communication plan provided a particularly good example of personalised support. The plan detailed that the person communicated using a combination of English and Patwa (Patois), and staff confirmed they regularly communicated with the person in their preferred language. The plan also included information about communication aids and outlined the person's hearing and visual support needs, ensuring staff could adapt their communication methods appropriately. This person-centred approach helped to promote effective communication, engagement and positive outcomes for the person.

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 felt well supported in their roles and valued by the management team. They described a positive working culture where their contributions were recognised and appreciated, helping to promote staff wellbeing, engagement and morale.

The service had established systems to recognise and reward staff achievements, including an employee of the month scheme. The provider was also in the process of introducing a new recognition programme designed to further improve staff rewards and ensure all team members had equal opportunities to be acknowledged for their contributions and performance.

A staff member told us, “We are one big family; I feel valued and the management team are approachable.”

Staff were encouraged to share their views and experiences through a variety of channels, including team meetings, supervision sessions and staff surveys. The provider demonstrated that feedback was actively listened to and used to drive improvements. For example, following feedback from staff about information gaps that could occasionally occur during shift handovers, the service developed and introduced a dedicated night staff information pack.

The night pack contained key information about the people receiving support and provided staff with quick access to important guidance and updates. Staff explained that the resource had enhanced communication between day and night teams, complemented existing handover processes and supported continuity of care. Staff told us the initiative had been successful and was working well in practice.

Importantly, staff were directly involved in the development of the night pack, ensuring it reflected the practical needs of those using it. This demonstrated the provider's commitment to collaborative working, valuing staff feedback and creating a culture where employees were empowered to contribute to service development and continuous improvement.