Trinity Manor

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 service involved people and treated them with compassion, kindness, dignity and respect. This is the first inspection for this newly registered service. This key question has been rated as good. This meant people were supported and treated with dignity and respect; and involved as partners in their care. People were given opportunities to participate in meaningful engagement and could have visitors without restriction.

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.

People and their relatives were satisfied with the care and kindness shown to them by the staff team. Comments included, “The staff are lovely and caring”, “The carers are always friendly when they come”, “I find most people quite welcoming”, “There are some super carers, and they always try their best to get through all the things that need doing” and “The staff are very nice with me.” Some staff were particularly mentioned by name for their positive impact on people’s well-being. One relative mentioned the care demonstrated by the manager and told us, “Nothing is too much trouble for her. She is a really lovely person, and she obviously cares, and she always makes an effort to speak to me and my wife when we visit.”

Staff gave examples showing how they ensured people felt valued by, for example, preparing cakes to celebrate their birthdays. One staff member said, “It does not matter who you are. You break barriers. You offer tea and biscuits to relatives and visitors as well.” Another staff member told us, “You are all part of one big family, and we need to look after the residents and make sure they have a fulfilled life here.” A third staff member told us how improving people’s day had a positive impact on their job satisfaction. They told us, "I am completely all about the residents, if I can make them smile, I have done my job. I love being with the residents." Staff gave examples showing how they supported people’s right to privacy and dignity through ensuing curtains were closed and people were covered with towels during personal care. One staff member told us, "My motto is I work in your home, and I think that is very important.” A senior member of staff told us how they observed staff practice and commented, “The staff team we have got, the ones we are developing, they are so nice and so caring. The little touches we see them do."

External healthcare professionals did not share any concerns about the caring nature of the staff team or their wish to provide good standards of care. One healthcare professional told us, "I have never had any concerns raised by families as well. From my experience, it has been a positive experience."

Staff were kind and patient with people, caring in their approach and promoted people’s dignity. Staff knocked on bedroom doors before entering and ensured people had been supported with their personal care. We saw examples of compassionate care and people responding positively. For example, 1 person became distressed. A staff member knelt by the side of the person and gave them verbal and physical reassurance.

Nobody we spoke with raised any concerns that staff did not see them as individuals. During our inspection we saw people were clean, well-groomed and wearing clothes which expressed their individuality. One person told us they were happy their own long-standing hairdresser had been welcomed into the home and invited to use the hair salon. Another person had been supported to carry on taking their own medicines with agreed checks and risk assessments in place. A third person felt reassured that people’s individual abilities and personalities had been considered when allocating bedrooms.

Staff told us they were supported to provide individualised care to people which reflected people’s preferences. A senior staff member said, “You make sure staff are aware if people are anxious and what they need to do. You make staff aware of people’s gender preferences. There's good sharing of information on handover and meetings, especially useful for new staff.” Another staff member gave an example of how they cared for 1 person who was sometimes anxious at bedtime. The staff member said, “Everyone is different. [Name] just wanted a chat. The family said I had put [Name] to bed so nicely.” Staff gave examples showing how they took practical action to support people with kindness. One staff member had found out through chatting with 1 person that they had lost an item which gave them spiritual comfort. Whilst on their own holiday, the staff member found a replacement for the person and took this into them, so they were able to reconnect with their past.

Staff acknowledged people when they met them in communal areas and used people’s names when speaking with them. This promoted people’s feelings of belonging and individuality.

Care plans contained some information about people’s culture, background and protected characteristics. This information was being further developed by lifestyle co-ordinators who were working with people and their families to develop 'This is Me' profiles. These profiles continued to be a work in progress and would support staff to provide care which met people’s individual needs and preferences.

Most people felt able to continue making choices about their day. Other people reflected a decrease in their independence but recognised that because of their health, they needed support from staff. People and relatives felt the opportunities to engage in meaningful and purposeful activities had improved greatly over recent weeks. One relative described the benefits to their family member’s wellbeing saying, “There was definitely lack of stimulation at first, there were no entertainments at all then someone came along. She did a few things for residents at first but then built things up, exercises and that sort of thing. Now there is a team of them, and they do something almost every minute and they do try to get people involved. They are very good stimulation, and they make lots of things, like poppies for Remembrance Day.” One person told us they enjoyed being busy and explained, “There are lots of organised activities here. I like the karaoke; it is like a hotel with entertainments. I wouldn’t get that lifestyle if I was living at home.” However, whilst some people indicated they chose not to engage in the activities, other people appeared not to be aware of the full range of engagement opportunities being offered.

Staff gave examples showing how all people, including those on respite care, were supported to do things they enjoyed doing, such as jigsaws and singing. A member of the lifestyle team explained their role as facilitating and enabling people to carry on doing the things they enjoyed. They told us, "I am very much creating with them, I don't do it for them. There are a lot of very competent residents in this building, and they enjoy doing things together." They also described how they supported people who were cared for in bed stating, "Those who don’t come out of the room, you have to take it to them. I read with them, do crosswords with them. You have still got to interact with them and ask them if they would like to do a 1 to 1." However, 1 staff member felt some staff could be more enabling and encourage people to maintain their independence. This staff member commented, “If you do their breakfast for them and give it to them, why can't they have toast in a rack with jam and butter and do it themselves with supervision. I do feel those skills soon disappear if you don’t use them all the time.”

Staff helped people to make their own choices about where in the home they wished to spend their time and what activities they participated in. We saw people being encouraged to participate in activities that supported their physical, mental and social wellbeing. We saw visitors arriving at the home and visits from family and friends being supported without restriction.

Care plans contained information about what people were able to achieve themselves and when they may need prompting or full support with their personal care needs. People could have visitors whenever they pleased and without restriction. An activities planner informed people about the different activities and engagement opportunities there were in the home. People were given choice and control of their bedrooms and supported to decorate them with small items of furniture, pictures and ornaments that were important to them.

We received mixed feedback about staff responding to people’s needs. Some people did not share any concerns. Other people did not feel staff always responded to their immediate needs and gave examples of how it impacted on them when delays occurred. One person told us, “I do use the call bell, if I am lucky someone comes along reasonably quickly but sometimes, they can take a long time.” Another person told us, “I have had to wait for up to 40 minutes for someone to come.” A relative shared similar concern and said, “[Name] has pressed their buzzer, and they have had to wait 45 minutes on occasion. It is something I have mentioned.”

Discussion with staff showed they understood and responded to people’s needs. This included in relation to pain management and spending time focusing on talking with people when they wanted this.

People had their call bells to hand and staff were available when people needed them. Staff promptly supported people if they were confused or anxious. For example, 1 person was anxious a visiting healthcare professional had not arrived as expected. Staff immediately responded to distract the person from their anxieties.

Staff told us they were empowered to speak to senior staff and ask for assistance when they required it. One staff member told us, “I feel I am supported. We have a good team and support across all floors.” Staff told us their working hours were monitored so they did not work excessive hours. A senior staff member explained, "If you pick extra shifts, they will check your hours because they need you to rest so you come to work fresh."

The provider was introducing a process to support staff wellbeing through a new electronic system to manage salary and human resources processes. The system supported staff to manage their working hours, book holidays and pick up extra shifts if they wished to. It also enabled staff to build a ‘rainy day fund’ and seek support from a money coach. We were unable to judge the effectiveness of the system as it was in the stages of being introduced into the home at the time of our assessment. Other initiatives to support staff wellbeing and boost morale included employee of the month and staff appreciation days.