Bailey 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 of the Caring key question, we rated it 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 treated people with kindness, empathy and compassion and respected their privacy and dignity. Staff treated colleagues from other organisations with kindness and respect.

People appeared very relaxed and comfortable with staff. One person showed, through non-verbal communication and hugs, how much they liked the staff. Another person confirmed to us that staff were kind. It was evident people had positive, warm relationships with the staff team.

A relative told us, “The staff are lovely. They love [Person] to bits there.” A visiting healthcare professional told us staff were “Lovely with people.”

Staff understood how to promote people’s privacy and dignity and provided examples of this. They spoke about people with kindness and respect. One told us, “I think the staff here are good at supporting people's dignity, and respecting confidentiality.”

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 plans were personalised and reflected people’s likes and dislikes. Staff were knowledgeable about people’s individual needs and preferences. We observed staff consistently responding to people, in line with their care plan. This provided reassurance for people that their needs were understood. Relatives felt staff understood and responded to people’s individual needs well.

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

We observed staff involved people in daily living activities around the home, such as preparing food and drinks. Staff used visual and verbal prompts to engage people in tasks and promote their independence. They encouraged people to do as much as they could for themselves. One staff member told us the registered manager regularly reminded staff about the importance of supporting people to do things for themselves, to improve staff consistency in this area. A relative told us, “They involve [Person] in things… and support him to be as independent as he can be, as far as I know.”

People took part in activities of their choice within the home, and one person went out regularly to a local social club, which they enjoyed. More work was needed to broaden the range of community-based activities and time outside of the home for another person. The registered manager and staff explained their plans, but there was no structured approach or clearly recorded targets to monitor and support progress. The registered manager said they would be guided by the person and work at their pace. A clearer plan would help track progress, identify what was working well, and ensure staff were consistent in their approach.

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 understood when people were showing signs of distress or frustration and there was information in care plans about how to respond. We observed staff were attentive and reassuring with people throughout our site visits. For instance, staff understood when one person’s non-verbal communication indicated they were starting to become anxious, and they responded quickly and reassuringly to relieve the person’s anxiety, using techniques such as singing with the person. For someone else, staff knew the importance of answering the person’s questions with clear and consistent answers. This provided the person with the reassurance they needed and supported their wellbeing.

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

Staff had opportunities to discuss their wellbeing with their manager, such as in supervision meetings. A staff member commented, “I love this job. If you're ever having a bad day, you can guarantee one of your teammates will pick you up. I love the people here and the staff.”

Staff felt supported and provided positive feedback about working at the home. One staff member told us, “I really enjoy it… They are supportive if we need any time off for family issues and emergencies.”