Compton House Christian Nursing 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

Caring – this means we looked for evidence that the provider involved people and treated them with compassion, kindness, dignity and respect. At our last assessment we rated this key question Outstanding. At this assessment the rating has changed to Good. This meant people were supported and treated with dignity and respect; and involved as partners in their care.

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.

Staff always treated people with kindness, empathy and compassion and respected their privacy and dignity.

People indicated that staff had a kind and compassionate approach to their care and support. Care planning was respectful, person centered and referred to people with respect. Staff spoke about the people they were caring for in a dignified and compassionate way. One person said, “They're very caring, very thoughtful.”

People felt that staff listened to them and communicated with them appropriately, in a way they understood. People’s privacy and dignity was respected and always upheld. One person said, “They are very respectful. If you are having something personal done, they always ask if you are ok. They always knock. These things make a great difference.”

People were treated as individuals by staff who took time to get to know them and understand them.

Staff knew and respected the people they cared for, including their preferences, personal histories, backgrounds and diverse needs. They took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics. Although the home is a Christian Nursing Home, leaders and staff were diligent in adopting an open approach and welcoming of people from all faiths and backgrounds. One leader said, “It's all encompassing in this home - love and care and everyone adopts this as their central ethos. If anyone else comes in from different backgrounds - it would not make a jot of difference, and we will support any prayer needs and any spiritual needs.” One person said, “Care is excellent, I can't fault it. Always ask if you are ok. The thing that comes across is that they really care.”

People’s communication requirements were assessed in detail and included what support they might need to convey feelings and choices. Communication assessments and care plans captured sensory needs, and communication preferences.

People were supported to remain independent, and their choices were respected.

Care plans were person centred and demonstrated an involvement of people in their choices and care planning. There was a positive approach to the planning of activities relevant to people at the service, and an emphasis on maintaining an active approach and positive risk taking.

People were involved in the initial assessments of the care they needed, and confirmed that staff offered choices, and asked permission during daily support provision. Personalised care planning captured what people liked to do, what they would like to improve on and their aims to regain more independence.

People have access to activities and the local community to promote and support their independence, health, and wellbeing. People told us they enjoyed the activities arranged within the care home. Planned activities included exercise sessions, games, crafts, religious services, quizzes and visiting musical entertainers. Celebratory events were put on for residents on special occasions in their lives. People were supported to maintain connections with family and, friends which promoted their independence and wellbeing. Relatives and friends visited without restrictions. One person said, “They do their best with the people they bring in to entertain. This is every afternoon and by and large they do their best. People don’t have to stay, it's an option.” The registered manager said, “We have built up a good reputation in the local community, established in communal events in local churches. Churches come to visit us.”

The provider listened to and understood people’s needs, views and wishes. Staff responded to people’s immediate needs and acted to minimise any discomfort, concern or distress. People’s needs and views were a focus for staff. People described staff as being attentive. Staff were supported by person-centred care planning that provided detailed personal, health and social care history to support them in the care they provided.

People’s needs, views, wishes and comfort were a priority and staff anticipated these to avoid any preventable discomfort, concern, or distress. For example, clinical use of the early warning assessment tool to quickly assess people’s level of discomfort and deterioration, in order to determine if they needed further support. One person said, “I just had a fall outside the lift, and they were pretty quick. I pressed my alarm bell. There was a qualified nurse with them. They took my blood pressure and temperature. They helped me get up very gently.”

Staff quickly recognised when people needed help or support and used appropriate tools and technology to assist. People were generally happy with staffs response when they used their call bell systems. When people needed support to mobilise and transfer, we observed a number of moving and handling procedures where staff carefully and safely helped them using equipment. One person said, “They really try at all times to look after you.”

People received safe and effective care as the provider recognised and met the well-being needs of staff.

The registered manager valued the inclusion, wellbeing and contributions of staff. Staff had opportunities to feedback their concerns and any issues and informed us that they could do so freely. Staff received regular supervisions and benefited from these.

Staff we spoke to were happy and felt well supported both personally and professionally. Staff acknowledged the previous issues with management changes and culture and told us that staff wellbeing was viewed as important by the current management in the homes culture. One staff member said, “If you’ve got a happy home, you’ve got a happy residence.” The deputy manager said, “Staff recognition is important. Im always looking to make reasonable adaptions – regular breaks for staff with (health) issues. Another staff member disclosed some anxieties, and we looked to find an area of calm, regular breaks etc.”

The deputy manager discussed changes to policy and procedures to increase and improve staff wellbeing and working practices such as adjustments to sick pay, counselling services and continued staff recognition of good practice.