Penrose Court

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 inspection we rated this key question good. At this inspection 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.

People and their relatives spoke positively about their/ their family members support and the kind and caring nature of the staff team. We observed staff speaking with people kindly and in line with the way they wanted to be communicated with. Staff respected people’s dignity and personal space. They made sure people were happy with what was happening and how they were being supported. When people felt anxious or upset staff supported them discreetly and with compassion and dignity. We observed staff help people feel better quickly and the positive impact this had for people. People’s comments included, ‘‘The staff are beautiful people. They really are perfect and make living here very easy.’’ and ‘‘I really like all the staff team. They are more like my friends than staff.’’ A relative told us, ‘‘There are a lot of really good staff, and they have built a really good rapport with [family member]. They have become quite fond of them.’’

The provider did not always treat people as individuals and make sure people’s care, support and treatment met their needs and preferences.

Staff knew people as individuals and knew how they liked to be supported. However, at some times of the day, people were left for long periods of time without meaningful engagement. Care records did not always detail how or when people were being supported to follow their individual preferences and social pastimes. There were opportunities for people to be engaged in social pastimes at the service. However, if these did not interest people as individuals, there were often no alternative ways for people to spend their time. One relative said, ‘‘The only problem is I think [family member] spends a lot of time in their room by themselves as what is going on does not interest them.’’ The registered manager acknowledged this was an area that may need some improvement.

Staff explained what people’s preferences likes and dislikes were. We observed staff supporting people in line with their individual support needs as noted in their support plans. One person said, ‘‘[Staff] know what I like and always respect this.’’ A relative said, ‘‘[Family member] can be quite specific with what they want, and [staff] do a great job in trying to make sure they put things in place for them.’’

Staff supported people to be independent if they chose to do this. People’s care plans showed where people needed support and where they could be more independent. We observed staff supporting and prompting people to be as independent as possible where they chose to do this. One person said, ‘‘I am an independent person, and the staff know how important this is to me. I do everything I can by myself.’’

We observed staff offering choices to people such as what they wanted to eat or what they wanted to do. Staff respected people’s choices. For example, if people changed their minds about what they wanted to do, staff respected this and made sure they knew they could change their mind again. People and their relatives were asked for their opinions on wider aspects of the care service such as decoration of the environment and food menus. One person told us, ‘‘I certainly feel very in control. I can choose how I spend my time.’’ A relative said, ‘‘The carers are pleasant, and they make sure [family member] has what they need. They always ask them if there is anything they can do.’’

Staff responded to people’s immediate needs. People did not have to wait for support when they asked for it and staff were always on hand to support them. People’s call bells were answered promptly. People’s support was monitored in areas such as food and drink and pressure area care. Any changes that were noted by the staff team were responded to immediately, for example, increasing the monitoring of the support need or referring the person to an external professional. A person said, ‘‘I have my call bell and press it whenever I need anything. Never have to wait more than a few minutes.’’ A relative told us, ‘‘[Family member’s] needs are changing as they get older. I am assured that the staff always notice this and get the help in place.’’

The provider cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care. Staff enjoyed working at the service and felt well supported by the management team. They had regular discussions and supervision to discuss their job roles and any support they may need. The management team celebrated staff’s achievements with them and hosted ‘award ceremonies. These were positively received by the staff team.