The Reeds

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 generally supported in a kind and caring way. However, language used in people’s records was not always reflective of this. Systems were in place to support staff.

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.

Relatives told us that staff treated their loved ones well, encouraging choice and respecting people. One relative said, “They (staff) do respect [Name]. [Name] listens to Christian music and staff read the bible to them.” Another relative told us, “When [Name] wants to retreat to their bathroom staff give them space. They leave and return when he is calm and settled.” Other relatives commented how staff understood what people wanted and helped them with things like buying new clothes.

Some of the wording used in describing incidents and what led up to them was not always respectful of people or their abilities. We discussed this with the positive behaviour support manager, who explained they had already identified this as a concern and were providing support to staff on how to document incidents in a more respectful manner. In addition, staff were reviewing the wording used in forms to better support people’s dignity. Staff told us they respected people’s dignity and did this, for example, by knocking on people’s doors before entering and closing doors if people were using the bathroom.

Partners in people’s care told us staff and managers knew people well and advocated positively for them. One partner said, “On the whole, we have an excellent relationship with the care home, and feel the carers and managers know their residents well.” They went on to say how staff and managers have good engagement with primary and secondary healthcare as well as relatives. Another partner told us, “The service provision is undoubtedly specialist. This is demonstrated by the unique and personalised adaptations that were made to the adult’s living unit.” They added, they found managers and staff to be responsive and had a thorough understanding of people’s needs.

During our visit we saw staff treated people with kindness and maintained their dignity.

We did not look at Treating people as individuals during this assessment. The score for this quality statement is based on the previous rating for Caring.

We did not look at Independence, choice and control during this assessment. The score for this quality statement is based on the previous rating for Caring.

Relatives told us staff were responsive when their loved one became distressed. For example, one relative told us whilst their loved one was waiting for a health appointment they had become distressed. They went on to describe how staff managed the situation effectively and how they had made changes to the way health appointments were supported in the future so the person had a better experience. Two other relative explained how staff identified when their loved one was starting to have an anxiety attack. They said staff quickly recognised the symptoms and risk and prevented escalation by talking calmly.

Staff told us about a person whose needs were changing significantly and how training had been provided to ensure the person and staff stayed safe. This helped staff to respond effectively when the person became distressed.

We saw staff responded immediately to people’s requests for support. For example, when people wanted drinks or snacks.

Staff told us that following incidents the provider’s wellbeing manager would reach out to staff to ensure they were well and if they needed any further support. Staff told us they were supported to develop in their role and to progress their career. The provider was supportive of external training to develop staff. One member of staff told us they thought highly of the organisation and the support they had been given.

The provider had processes in place to enable staff to, for example, receive immediate payment for any extra hours they may work rather than have to wait for the next payday. In addition, the provider ran an innovation scheme, where staff could suggest ideas for improvement. These initiatives helped the provider to retain staff which meant that people received consistent care from people they knew.