Craven Nursing Home Limited

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 good. At this assessment the rating has remained good. This meant people were supported and treated with dignity and respect; and involved as partners in their care.

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.

Staff always treated people with kindness, empathy and compassion and respected their privacy and dignity. Staff treated colleagues from other organisations with kindness and respect. People consistently told us staff were warm, patient and considerate, and observations showed staff engaging positively and maintaining people’s dignity at all times. Staff were attentive and ensured people were clean, well-presented and supported in a calm, respectful way. Relatives felt staff cared for families as well as people, describing thoughtful acts such as checking in when they did not visit and inviting families to join festive meals together. The service became the second care provider nationally to receive Veteran Friendly Framework accreditation, emphasising the significance of this accomplishment for a small, family‑run provider. The service showcased its continued commitment to veterans through ongoing re‑accreditation and several related initiatives and articles celebrating its support for the Armed Forces community.

Staff treated people as individuals and made sure people’s care, support and treatment met people’s needs and preferences. They took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics. People told us they could make choices freely, with one person saying, “If I want a lie in I can, if I want to watch TV until late, I can… If I fancy a walk out along the canal, there is always a member of staff to take me”. Another person highlighted how staff respected personal preferences, explaining that they had been asked whether they preferred male or female carers and that staff “often check that I am still happy with this arrangement”. Rooms were personalised and homely, reflecting people’s identities and preferences, and relatives confirmed that care planning reviews were routine and responsive to any changes raised with the service. The provider offered a relative cafes and they were veteran accredited, which had a positive impact for the wide range of support needs both relatives and people had.

Staff promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing. People described being empowered to make decisions about routines, meals, clothing and activities. One person told us, “We always have a choice and, on the rare occasion I have not fancied what was offered, the staff would ask what I did fancy. An omelette would be made for me with a filling I like”. People could choose when to go out, and one relative said the service arranged personalised outings, including taking a person to meet their partner at a special place meaningful to them both. Those who required support with decisions had clear mental capacity assessments and best-interest documentation in place, reviewed regularly and recorded consistently in line with expectations from your inspection evidence. The provider has a minibus available to the service one day a week which people and relatives call the “Spellman Express”. People told us they attended a wide variety of days out and this is inclusive and fully accessible.

The registered manager listened to and understood people’s needs, views and wishes. Staff responded to people’s needs in the moment and acted to minimise any discomfort, concern or distress.Staff always responded promptly when people required support. People repeatedly told us staff responded quickly to call bells, with one person saying, “The staff respond quickly. If it is something that person can deal with, they do; if not, they quickly get the appropriate member of staff”. People said they received medicines and pain relief on time, and relatives highlighted staff’s readiness to involve external professionals. One relative told us, “My relative was having difficulty swallowing and SALT were asked for advice”.

The provider cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care. Staff consistently described supportive, approachable leadership with an open door approach, saying they felt valued and listened to at work. There was a strong learning culture with regular supervision, competency assessments, medication training and reflective practice, supported by good access to external training opportunities such as NHS workshops. Staff told us they enjoyed working at the service, describing camaraderie and a positive atmosphere where teamwork was central to delivering safe, compassionate care. The servicesupported its workforce through a comprehensive wellbeing programme which included structured wellbeing initiatives such as the Wellbeing Development Hub, Star Awards, Wellbeing Wednesdays, open breakfasts, and multiple feedback and support channels to foster a positive, inclusive culture. The home also promoted strong leadership, high staff morale, and a no‑blame, reflective learning environment where staff felt valued, supported, and part of a close‑knit community.