Kirby House

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.

Most people told us they found staff to be kind and caring. A person told us, “The staff treat me very well, they are kind and caring.” However, one person people spoke of not being heard. A person told us, “The staff are very kind and caring but they are very busy looking after the elderly people, they don’t have time for me.” Relatives spoke positively of the approach of staff. A relative told us, “The staff are friendly, they are warm and caring.”

Staff recognised the importance of responding to people when they were distressed. A member of staff told us, “If a person was upset. I’d ask them what the matter was.”

Personal care was provided discreetly, with bedroom and bathroom doors kept closed to maintain privacy. A person told us, “The staff respect my privacy. They are all very good. They knock before they come into my room.”

A health care professionals shared their observations of staff interactions with people. “The staff treat their residents with respect. They always seem to genuinely care about their patients’ wellbeing and I have never seen them treat their patients with anything other than care and compassion.”

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 care plans detailed important information about their history, routines and preferences, including about any protected characteristics. This information supported staff to provide individual and personalised care, including people’s dietary preferences based on their beliefs and culture. A member of staff spoke of a person whose records detailed they were not to have a blood transfusion due to their beliefs.

Staff meetings, including daily handovers and electronic records were used to share important information with staff, including any changes to people’s routines and preferences.

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing. However, opportunities for people to take part in activities within and outside of the home were sometimes affected by staffing resources.

People were supported to make daily choices such as what to have to eat, what clothes they would like to wear and what activities they’d like to engage in throughout the day.

A person told us, “During the day I sit around. I have my breakfast and I watch TV. I might walk up to my room.” A second person told us, “I can speak to my Social Worker about my future, I have my own telephone, so I can call them when and if I need to.” A relative told us, “She [person] is able to be as independent as possible in this care home, she has a good quality of life.”

Staff were trained in equality, dignity and respect and understood how to ensure people had choice. A staff member spoke of how they supported people to make decisions. They told us, “We [staff] show people plates of food at meals to help them choose. In the morning I would show different outfits of clothing.”

People were supported to maintain contact with relatives and friends. Relatives were seen visiting throughout the day. Relatives we spoke with did not raise any concerns regarding visiting arrangements.

People and their relatives were positive about the activities within the service; a group of people told us that they enjoyed playing card bingo and beetle drive together. Several people spoke about the Church service held at the service each month. A person said, “The church come every last Thursday of the month and do a service.”

A relative told us, “They organise singers to come and visit as well as the animals. The animals were really good; they had reptiles and snakes.” People spoke positively of trips out to the local library, public house and Church. A person told us, “We go out to the library when they have a coffee morning.” Another person told us, “I used to go to Church regularly, but now I go sometimes.” We did receive some comments that activities within the home, and access to external outings was limited due to the availability of activity organisers and staff. A person told us, “The activities leaders is away on holiday, she’s been away for ages. The other activities leader is helping out in the kitchen.” A relative said, “They do take residents out, but they can only take 2 people at a time, so it takes a long time to get to the top of the list. There is a lady who does activities, but if they are short staffed, they take her away to do something else.”

Staff confirmed they supported people to go out, but spoke of the limitations of this due to staffing resources. A member of staff said, “There is only one day when 2 activities staff are in, weather permitting we can go to the pub or garden centre. I would like to do it more.” A second staff member said, “We don’t get people out often.”

The registered manager told us, going forward, fortnightly meetings were to be held with themselves and the activities staff, to plan activities and events and ensure sufficient staffing resources were available.

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 were seen to be attentive and responsive to people’s needs, assisting people with wheelchairs and mobility where required. People sitting in communal areas called out for assistance, whilst call bells were used by people who were in their bedroom. A person told us, “If I need help I press the buzzer and staff will come usually after a few minutes.”

Audits were undertaken of staffs response to call bells, enabling the management team to identify any delays and ensure staff responded appropriately. People in some instances were routinely checked at regular intervals based on their individual needs.

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

The registered manager told us they and the management team had an open door policy, and encouraged staff to speak freely about any concerns or support they may need. They spoke of a positive workplace culture, which valued teamwork, and recognised the need for mutual support to reduce stress and support wellbeing.

Staff spoke positively of the support and guidance provided by the registered manager and wider management team. Staff told us the management team were approachable and listened to their views and opinions. A staff member told us, “The registered manager is really nice, she is really understanding and I could always go to her.” A second staff member said, “Any problems with staff culture will be addressed.”

Staff had access to an Employee Assistance Program, which provides professional support for mental health, financial advice and personal issues.