Richard House 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

People were treated with kindness, compassion and dignity in their day-to-day care and support. People felt staff listened to them and responded to their requests. People’s independence and choice was respected and promoted. Having a positive impact on people’s care health and wellbeing.

This service scored 75 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

All people and relatives we spoke with said the staff were kind and caring. We were told by one person, “The staff are brilliant. “Another person said, “They pick up on if I am feeling a bit down.”

Staff told us that if a person gets on better with a certain member of staff, they will do their best to take this in to account. The registered manager told us that they and the care manager monitor staff interactions to ensure people are being treated with kindness, compassion and dignity.

Partners of the service such as commissioners did not express an opinion on how people were treated with kindness, compassion and dignity.

We observed staff treating people with kindness and compassion. Carers knocked before entering people’s rooms and offered choice. We saw several positive interactions between staff and people at the service. This included sitting and talking about a tennis, holding a person’s hand when they were upset and supporting people whose friend had recently passed away.

People told us they were treated as individuals. People’s relatives told us that staff knew about their relative’s personal history and their interests.

Staff and managers spoke to us about treating people as individuals they said that they would review their care plans with them and support people to pursue their interests.

We observed staff giving people opportunities and options. People were encouraged to make their own choices.

The service had processes and systems in place to ensure that care plans were frequently reviewed. Care plans included person centred information.

People and their relatives told us that staff supported and encouraged them to be as independent as possible and gave them choice and control in their daily lives.

Staff and managers told us that they support people to be as independent as possible. They give people choice and control over their lives. Where people are not able to make decisions, they support them in their best interests.

We observed staff supporting people to be independent and involved in their home. During lunch time we observed people who did not have fell capacity being shown each option of food plated up so that they could see what their choices look like.

Peoples care plans documented their choices. There were no people living at the service who were using bedrails. This was due to peoples wished being listened to and staff supporting people in the least restrictive manner possible.

People and their relatives told us that they were able to raise concerns and that they felt they were listened to when they did so.

The registered manager told us they wanted to ensure there was an open culture at the home where people, their relatives and the staff could raise concerns and they would be listened to. They said that there had been resident and relative meetings, where people had raised issues such as menus that they had resolved.

We observed staff to be attending to peoples needs throughout our visit to the service. We did not hear call bells sounding for long periods of time or people shouting out because they needed support.

Staff told us that they felt supported by the managers at the service, staff said that they had a good work balance. The registered manager had set up a well being Wednesday initiative which was a monthly event where the managers celebrated their staff, gave out thank you cards and presents and presented a staff member with staff of the month.

Staff at the service had supervision every 3 months. They were encouraged to talk about their own well-being. There were regular team meetings and heads of meetings where staff could raise work related concerns.