Sandpiper Care Home

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. This is the first assessment for this service. This key question has been rated good. This meant people were supported and treated with dignity and respect; and involved as partners in their care.

This service scored 65 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

People were treated with kindness, compassion and respect and most feedback from people and their relatives was positive about how well cared for they felt. One person told us, “I could not imagine being here, they are so kind to me.” Another person said, “The home is lovely and staff are kind.” A relative said, “[My family member] is really happy here and of course there are things that could be improved but they really enjoy the chats and visits with the staff.” Staff were polite, supportive and were observed interacting warmly with people who appeared relaxed in their presence, and people’s dignity and privacy were maintained during care. Another relative told us, “The care is very good, [my family member] always grins at me now and has a laugh and a joke with the staff. They are happy as far as I know."

People were treated as individuals and their care was tailored to what mattered to them. Staff understood people’s individual needs and preferences and used this knowledge to provide personalised support. People were supported in ways that reflected their routines, interests and choices. People’s cultural and religious preferences were taken into account and respected which helped ensure care was inclusive and appropriate.

People were supported to have independence, choice and control over their daily lives and care. Some people were supported to go into a more independent living service or return to their own homes. A person said, “I will be leaving soon and I will miss the care and kindness”. Staff encouraged people to make their own decisions and supported choice in day-to-day care, including routines and activities, and care plans reflected people’s personal preferences. One relative told us, “Staff let [my family member] dress themself as much as they can, they do like to try. Sometimes they have two or three belts on but that’s not a problem.” People were supported to develop or regain skills and interests that mattered to them, such as gardening, growing vegetables or working towards improved mobility with aids, which helped promote independence and wellbeing. Staff focused on enabling people to do as much as possible for themselves while providing support when needed, which helped people maintain choice, control and a sense of achievement.

The service responded promptly to people’s immediate needs and this helped people feel safe and reassured. Staff were available when people needed support and acted quickly in emergency situations, including calling emergency services when required. However, staff did not always recognise or anticipate how certain activities could cause people distress and this meant opportunities to prevent distress were sometimes missed. Although positive behaviour support plans were in place, these often lacked clear structure, including guidance on triggers, early warning signs and how to prevent escalation, which limited how well staff could respond proactively to people’s immediate emotional needs and minimise distress. The provider arranged additional training for staff in this area and further training was planned.

The provider cared about and promoted the wellbeing of their staff and aimed to support and enable staff to always deliver person-centred care. However, staff told us they did not feel their wellbeing was a priority and did not feel fully supported by senior leaders. Staff said they were not adequately supported to process the emotional impact of their work, which had a negative impact on their wellbeing. This meant staff did not feel consistently valued. Leaders told us they were sad to learn staff felt this way and started to take immediate action to put more support networks in place and opportunities for staff to debrief.