Churchill 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.

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 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 manager and staff always treated people with kindness, empathy and compassion and respected their privacy although we found improvements to communal bathrooms were toilet roll, and hand towels were needed to support people’s dignity. For example, although we observed all positive interactions between staff and people, we found on the first day of our visit bathrooms had no toilet roll, hand wash soap and hand towels. Immediate action was taken and improvements were observed on all other visits we undertook. We observed staff treat people with kindness and respect. They spent time with people asking them how they would like to spend their day and respecting people’s privacy should they wish to spend time in their room.

People’s interactions with staff were observed to be relaxed and relatives we spoke with said the care people received was kind and caring. One relative told us, “Care is definitely kind and caring”. Another relative told us, “(Name of the person) really likes it (service name), really happy with the care and support”.

Staff provided examples of how they support people with their dignity and respect. This included closing bathroom doors and using communal bathrooms to bathe people and respecting if they preferred a bath.

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.

People’s care plans included if the person had a religion and if they attended church. All staff including the deputy and the manager had a good understanding of people’s individual needs. This included if the person had any cultural, religious or communication needs. Care plans contained individual preference requests such as if the person preferred being supported by male or female staff. The service had a communication board within the main hallway of the service. This gave pictorial information to people such as what the weather was going to be like for the day, what day it was and staff working that day.

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

Staff gave examples of how they maximise people’s independence. The manager, deputy and staff knew people well including how they provide people with choice and control over their care, treatment and wellbeing. Staff gave examples of supporting people to make daily choices around their individual needs such as what they wanted to eat, drink and with their personal care needs. One member of staff told us, “We support people flexibly and adapt any plan to the needs of the person that day. Giving people choice such as where to go and what to wear.” We observed this during our inspection.

The manager and staff 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.

Care plans confirmed how people wanted their personal care needs to be met. Along with guidance for staff on how to support people with their individual routines and activities. Staff knew people well, including what activities, hobbies and interests they enjoyed. People had their views sought through regular monthly care plan reviews. This was an opportunity for people’s views to be sought along with any changes they might have to how their care and support was being provided. The manager and staff supported people with any changes to their individual needs and referrals were made to health and social care professionals if needed.

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

Staff felt supported by the management of the service and the manager spoke of promoting a positive culture for staff through staff meetings and supervisions. Staff told us, “Good management” and “There is support from management, it works well.” Staff had access to the provider’s policies should they need to raise any concerns. All staff we spoke with felt it was a nice place to work, and they felt able to raise any concerns should they need to.