Sunnybrook Care Home Limited

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 newly registered 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.

The provider did not always ensure people’s privacy and dignity was respected. During our visit, we heard loud comments from staff asking people if they wanted to use the toilet which could have been done more discretely. We also observed staff supporting a person to use the toilet whilst the door was open.

However, we also observed staff were polite and kind to people while providing daily support. Staff spoke in a respectful manner with people and gave them time to respond. Staff treated visitors and colleagues from other organisations with respect.

People and relatives were complimentary of the staff support. They said, “The staff are really nice and helpful to me, yes very kind”, “From what I see the staff do a good job” and “[Staff] are tremendous.They are so kind, caring and welcoming.”

Staff said they had received training in equality diversity. Although staff recognised some people did not have capacity, they talked about everyone having the same rights to safe care that met their needs, equal access to activities, being given choices and treated fairly.

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.The staff treated people as individuals and made sure people’s care, support and treatment met people’s needs and preferences. People felt they were treated as individuals. Staff were supportive and met people’s individual needs. People and relatives felt they were listened to. They told us the communication was good with the service, although not everyone knew who the registered manager was. People and relatives said, “Some queries have come up in meetings and they always listen and get back in contact with me with the answers” and “[The staff] are trying their best to minimize the impact of [my relative’s] conditions. They are very engaged in trying to make [my relative’s] time with them as beneficial as it can be.”

We observed how staff supported a person during lunchtime. Two staff tried at different times to encourage the person to have some food, but they refused noting they were not hungry yet, which was respected. Third staff changed their approach and explained to the person lunch included some different foods that they should try. The person happily agreed and went to have lunch. Staff demonstrated they knew the needs of the people, they supported them well and understood the importance of treating people as individuals.

The provider and staff promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing.People’s choices were respected and met, and staff encouraged people to remain independent and be in control of the care they received as much as possible.People said they were encouraged to be independent. Staff offered support if they needed it. People and relatives said, “[Staff] try and encourage me to walk about”, “I am pretty independent, so I don’t need encouragement” and “[The person] uses a frame independently…and needs help getting in and out of bed or a chair.” People had plans of care and there was regular communication with relatives from the staff and the registered manager. People and relatives were involved to review their care plans. Staff understood and supported people with promoting their independence whenever possible.Staff spoke about people respectfully and they spoke about people’s abilities as well as their care needs. Staff were aware of which people had capacity and those who did not, had a DoLS in place. Staff said all decisions made for people without capacity were always taken in their best interest.

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. For example, we observed a person was getting a little upset about their books being moved. Staff sat with the person and asked if they wanted to do a word search together. Staff and the person spent a few minutes together which helped the person remain relaxed and calm. People and relatives felt the staff responded in a timely manner if people were unwell. One relative said, “I have had experiences before where they have done checks to see if [the person] was under the weather and they have acted upon it.” The registered manager and the staff worked together to ensure people’s needs, views, wishes and comfort were a priority. Staff were able to anticipate these to avoid any preventable discomfort, concern or distress. The registered manager encouraged staff to consider each person with their individual needs to provide what they needed.Staff were alert to people’s needs and they communicated and engaged with people and/or their relatives in discussions about their immediate needs. Staff understood how they would respond to people in the most appropriate way to respect their wishes.

The provider did not always care about and promote the wellbeing of their staff. They did not always support or enable staff to deliver person-centred care.The registered manager told us how they worked and communicated with staff so they could share any ideas or suggestions to be included and are able to contribute to the service.They told us about different ways they supported staff. The registered manager said, “We try to increase staff morale by appreciating what they do – in November and June, we voted who was the best carer; we have cakes and little presents for them.”

However, this was not always reflected in staff’s feedback. Staff told us they did not always feel supported and valued by the registered manager. From staff feedback received, the staff team did not always have a sense of belonging and the ability to contribute to decision making. They said, “I don’t really feel supported by the manager, we are given a bit of guidance but it’s usually when they hear something going on” and “The manager is critical rather than supportive, the way it is said might upset some people.”