Gilburn

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

We reviewed all quality statements in the Caring domain. People were supported by staff who were caring. Staff were passionate about providing person centered care to all, and were focused upon ensuring people had positive daily and long term outcomes. Staff encouraged people to be as independent as possible and assisted them in areas where required. Systems and processes were in place which allowed leadership to focus upon staff wellbeing which was positively reflected in feedback provided by staff through this assessment process.

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.

People received kind and compassionate care. A relative told us, “[Person] is treated with respect. Staff keep an eye out for them here.”

Staff were compassionate and promoted people’s dignity in the ways they delivered care and support. Staff were aware of people’s needs and had built trust and working relationships with them. Staff practice was observed and monitored regularly. The registered manager was proud of the staffing team and felt they responded kindly and with compassion towards people.

Partner agencies working with the service felt staff were kind and caring towards people.

We observed kind caring interactions taking place between people and staff. Staff were observed interacting with people with warmth and respect.

People were treated as individuals. A relative told us, “Staff know [person] so well.”

Staff and leaders knew people very well, and were aware of people’s needs and preferences. Staff were able to adapt the way they supported people based on their knowledge and understanding of each person. Staff told us they spoke with their colleagues if they had noticed things about people’s presentation or if their approach to a person was not working. This meant staff were able to learn from one another, and also share their observations to improve wider practice for the team when working with people.

We observed positive interactions between people and staff. Staff were aware of people’s strengths and areas where they needed more support.

Processes were in place to ensure people’s needs and wishes were reviewed and updated in their care plans regularly.

People were encouraged to be as independent as possible. People showed us photographs of activities they had undertaken and were proud of their achievements.

Staff and leaders were focused upon supporting people to be as independent as possible in all areas of their lives. A staff member told us how they encouraged a person to undertake some cleaning in their flat, and stepped in to support tasks they were not able to do. This promoted people’s confidence to undertake the task and ensured their living environment was also clean.

We observed staff encouraging a person to be independent in providing care to a small pet they owned at the service. Staff praised the person for feeding the animal on their own, and celebrated this with the person.

Systems were in place to review people’s care and progress. People were supported to make goals and were encouraged to undertake opportunities to gain new experiences and skills, although people’s choices to not engage in activities were respected.

People’s immediate needs were responded to.

Staff told us they understood people’s needs and used verbal and non-verbal signs which may suggest people’s needs were changing. One staff member told us, “Different people communicate in different ways. Some speak and some we need to observe their body language or facial expressions.”

Staff were responsive to people’s immediate needs. We observed staff members interacting calmly and giving people time to process questions asked, which allowed people to be fully involved in making decisions about what they wanted to do.

The registered manager cared about and promoted the wellbeing of staff. This enabled them to focus upon consistently providing person centred care. For example, if incidents had occurred at the service, staff members completed debriefs and were offered time away from working in particular situations to process and reestablish confidence where required.

Systems and processes were in place which allowed the registered manager to focus upon workforce wellbeing and made reasonable adjustments to support this as required.