Tigh Grianan

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 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 service always treated people with kindness, empathy and compassion and respected their privacy and dignity. Staff treated colleagues from other organisations with kindness and respect.

We observed caring culture within the service. It was clear that people had a rapport with their staff and staff spoke about people with affection. Staff knew people well and treated them with dignity. Support did not feel rushed and interactions were respectful and used people’s preferred communication approaches.

The registered manager led by example and told us, “I expect staff to respect people’s space and anatomy, to knock on their door [before entering].” A staff member told us, “I have to knock on their door, and respect them in bathroom privacy [sic].”

Relatives told us they were happy with how their loved ones were cared for. One relative told us, “They treat them better than I can ever treat them.”

The service 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 had a range of activities which reflected personal choices and wishes. People’s care plans had different goals based on individual needs and wishes.

People were supported within their culture. For example, a separate fridge was available for the storage of halal foods. There were pictures up around the home of cultural days that has been held, all people and staff had joined in, learning about others’ cultures.

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

People had choice over how their care was delivered and how they spent their time. Care plans contained information about people’s likes and dislikes, and this was reflected in what they were supported to do and how they were supported. Staff understood how to offer people choices and encouraged them get involved in all aspects of their lives. For example, we observed a member of staff present different items of food to a person for them to choose what they wanted. The staff member approached kindly, explained clearly and waited patiently for the people to make their choice.

People were supported to do a variety of activities they liked and were interested in. Activities met their emotional and sensory needs. For example, people went to trampolining, cycling, swimming and horse riding, and there were bikes and a trampoline at the home.

A member of staff told us, “We support them to be independent with life skills. We try to make them engage, such as cooking, making their own bed. We prompt them, but they can do it. We have to be very patient due to people’s processing time.” Another told us, “We encourage them to do things, such as laundry and house chores. We explain the step, observe their mood and find the best time [for them].”

The service 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.

Relatives told us the home provided consistent and dependable care to their loved ones. A relative told us, “They do everything they can to keep people entertained and happy”

Systems were in place to ensure people had the support from staff they needed when they needed it. We observed staff being responsive to people’s moods and anxieties and changing their care as a result. We also observed staff responding to people’s communication and providing the right level of support at the right time when people were engaged in activities.

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

Staff told us that the registered manager was supportive, had an open-door policy and listened to staff. A staff member told us, “We have a very supportive manager, she's hands on.”

The registered manager actively promoted the well-being and progress of staff. They said, “I enjoy developing people.” Previous staff members had gone on to manage other homes for the provider. The registered manager had developed a system at the home that recognised staff work and promoted their development and wellbeing. This ran throughout the year and each month there was a theme, with one staff member leading on a piece of work related to that theme. A report was written every month for staff. In the report the staff member wrote about the work they had done about the theme of the month. All staff achievements were recognised and there was a ‘staff member of the month’, useful information was shared with staff, and team goals were set. There were photos of staff achievements and clearly the registered manager had invested a lot of time in this work. One member of staff told us, “My wellbeing is supported, I get support if anything happens. The registered manager goes through lessons learnt and this helps us, if it happens again, we know how to handle the situation.” Another told us,” We have reasonable adjustments. I have seen people explain [their situation] to the manager and they help them. I am confident if I have a problem, I could ask my manager for help, and they would do all they could to.”

The provider’s intranet was used to highlight staff work and staff were regularly individually messaged by the registered manager through it, with praise and recognition. A number of staff had been supported to complete national qualifications that were above the requirements for their current job role.

There was an independent employee wellbeing service and helpline, this meant that there was an avenue outside of line management for staff to receive support. There was a staff representative who acted as a link between staff and management, to ensure that staff voices were heard and their concerns were addressed effectively.