Kailash Manor 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 and relatives told us that staff were friendly, caring and kind. During our visit to the home we observed that people were treated with dignity, for example, staff would close bathroom doors when supporting people. People had choice and control over their care and support. Staff knew people’s likes and preferences. We observed staff offering people choices, for example, people could choose what meals they would like or what activities they wanted to participate in. Staff told us they liked working for the provider and they felt valued and listened to.

This service scored 80 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

Every person we spoke with told us that staff were extremely kind. They knocked on people’s bedroom doors before entering and they took care that people looked presentable before they supported them out of their bedroom.

Staff and leaders spoke about people in a respectful manner. The registered manager told us they observed care, asked people for feedback and carried out spot checks to ensure people were supported and treated with respect.

Feedback from partners such as the local authority and health care professionals working with the service told us people were well cared for and staff were kind and caring.

People were supported to wear culturally appropriate clothes if they wished. People who wished to continue to explore their spirituality and follow religious customs, had the opportunity to do so within the home. There was an Indian temple as part of the home, but also in the garden people had areas where they could pray and continue to follow their cultural and religious beliefs. People’s dignity was protected and upheld. Staff paid attention to detail to ensure people received care and support in a dignified manner. For example, where a person required staff support to eat their meals, staff sat discreetly next to them in the dining room and involved the person in the conversation others around the table had whilst supporting them to eat.

Staff knew people very well and were able to describe in detail a person’s individuality, personality and likes and dislikes. For example, a person’s care plan detailed they disliked a specific vegetable. We saw that the vegetable was part of the meal cooked on the day. Staff knowing that the person dislikes this asked him if they wanted the other options served at mealtimes or required something else. People told us, they always felt listened to and reassured by staff and were treated well. People participated in regular meetings with staff where they discussed what was working well and what they wanted changed.

All of the staff we spoke with knew people well and could describe their needs without the need to refer to documentation. Staff understood how important it was for people to have their wishes and preference met.

During our visit we observed staff offering choices to people. Staff were also able to predict what people might like or dislike as they knew people’s likes and dislikes.

The provider assessed people’s needs when they moved into the home. People’s likes and preferences were recorded in care plans. This meant staff could provide the right support according to people's wishes. For example, the home was exclusively vegetarian however, if a person wanted to eat meals which contained meat staff arranged this for them. Staff had training in equality and diversity which helped to ensure they had a good understanding of people’s diverse needs.

Staff promoted people’s independence and where this has been limited due to health concerns or reduced mobility, they supported people to do what they wanted. For example, there were independently walking in and out of the home when they pleased. They let staff know they were going out and when they should be expected back. Other people expressed a wish to go to the Temple or in the garden and staff helped them to get there. People were in control of their care. They were offered choices and staff respected these. For example, a person wanted to lay in bed until later in the morning. Staff gave them space and attended to their needs when they called for them.

Staff and leaders promoted people's independence and choices. Staff told us they supported people to do things for themselves as much as possible.

There was no pressure on people to do anything they didn’t feel like doing. On the day of the inspection there was a picnic organised for people in the garden. People were reminded about this, however some chose to sit indoors and not participate. Staff respected their wishes.

People’s needs were assessed, and care plans were written in a way that included information on promoting independence, for example, by using equipment. Care records reviewed showed people were given choices on a daily basis.

People’s health and well-being needs were monitored and where people’s needs changed staff immediately involved relevant health care professionals as well as family members if appropriate. People were involved in decisions about their life but also about their death. This helped staff plan on how and what they needed to do to ensure people’s wishes about the future were upheld. Where needed people were supported to attend hospital appointments and other health appointments such as an eye tests to ensure their immediate needs were met.

Staff and leaders told us they responded to people quickly. If a person’s needs changed the team would have a meeting to discuss what actions needed to be done so the service continued to meet the person's needs.

On the day of our inspection, we observed staff attending to people in a timely manner.

Feedback from staff was very positive about working at the home. Staff told us they felt valued and could speak to their manager when they needed to.

The provider had a strategy in place to support staff to reach their career goals. Staff were able to meet with their line managers on a regular basis to seek support and guidance. The provider had a learning and development plan in place, there was an emphasis on staff well-being. Team leaders were given wellness coaching tools to support staff with their well-being. The provider also had regular mental health awareness drop-in sessions and ‘This is Me’ cultural awareness sessions. They had focused wellness weeks and a culture where people felt able to open up and talk about their feelings.