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

The provider always treated people with kindness, empathy and compassion and respected their privacy and dignity. Staff treated colleagues from other organisations with kindness and respect. The provider supported staff, people and relatives with kindness and compassion during times of bereavement

During our observations staff were respectful of people. We observed people participating in activities with staff support. People were seen to be engaged and cheerful when talking to staff. Staff listened to the people and took time to help them.

One relative told us, “ [They give the person] plenty of time, they are very generous I’ve listened at the door. I can hear [person] shouting and heard the carer’s response. They are never cross, always calm and kind. They allow time to spend with me too, to feel included in the care. [Person] is always dressed beautifully. They always help [person] to maintain [their] dignity.”

The provider 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.

Staff supported people to maintain important relationships. One person told us, “They do [staff] help us to maintain relationships.” People were able to visit the home without any restrictions in place.

People received individualised care and support that was flexible and responsive to their needs, delivered by staff who knew them well.This included supporting people to secure funding for their care needs, supporting people’s faith needs, their birthday wishes and enabling them to attend the funeral of their fellow residents. Support plans were informative and described people’s strengths alongside the support required from staff to meet their individual needs and preferences.

People's personal records were kept secure and confidential. Staff understood the need to respect people's privacy, including information held about them, in accordance with their human rights.

During the inspection, the deputy manager described how the service had supported a person throughout their transition to a more independent living environment, ensuring a person-centred approach, and demonstrated respect for the persons protected characteristics. This reflected the service’s commitment to promoting equality, diversity, and inclusion.

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing.

Care plans informed staff when people needed support and what aspects of care they could complete by themselves. For example, one person’s care plan stated, “Staff to support [person]’s needs but also respect [their] choices and wishes.”

Staff were available to help people when needed. A quiz took place during the inspection. During our observation, the activities co-ordinator included everyone in the room in the activities and adapted their plans to suit those who were joining in which meant everyone who wanted to, felt included, whatever their abilities.

The activities co-ordinator also visited people in their own rooms and offered a choice of activities for them to participate in, which meant they were given a choice, even if they could not leave their room. This included ponies visiting people in their own rooms.

The provider was exceptional at promoting people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing. Families were involved in people’s care and contributed to decisions to support individuals’ needs. This included a creative solution to support one person’s continence.

Staff focused on supporting people’s mobility and worked alongside healthcare professionals to deliver rehabilitation focused care.

People were supported to make life changes in line with their personal goals and preferences. This included supporting people to transition to alternative accommodation that better met their needs and aspirations. The service worked collaboratively with other agencies to coordinate this support, helping people to build independence and, where relevant, reduce reliance on substances. The service had a dedicated space within the home which enabled families to be able to work if required, in order to be able to visit their relatives.

The provider 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.

One relative told us staff check on the person constantly since they had been assessed as not being able to use the call bell due to cognitive function and a sensor mat had been put in place to alert staff to any movement from the bed or chair. Another relative told us the person never waits long for the call bell to be answered.

On inspection, we observed call bells being answered quickly. The provider showed us a recent call bell audit showing 97% of call bells are answered within good or normal timings.

Staff were trained in blood glucose monitoring for people who required insulin management for diabetes. Training was up to date and staff felt confident to report any concerns to the registered nurse in charge. Care plans provided staff with clear direction and care notes verified appropriate treatment was provided.

People knew the registered manager and deputy manager and told us they felt confident raising concerns. Systems were in place to identify people’s immediate needs and information was provided to relatives to support them in practical matters immediately after a person’s death.

The provider cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care.

Staff were positive about the support they received. Comments included, “I am happy and they treat me good. I have been working there for [many] years. I am happy to stay and don’t want to leave to go anywhere else.”

There was a positive culture within the service, where staff felt valued, supported, and respected by senior managers and the provider. Without exception, staff spoke positively about the leadership.

Team meetings and staff surveys provided opportunities for staff to raise concerns 

Staff surveys were conducted and actions in response shared with them. This included a system for staff to reflect on how they felt after each shift, to help identify any themes or trends.

Staff were supported to maintain their wellbeing. They had access to a confidential helpline for additional support and received recognition through initiatives such as annual birthday bonuses. Staff had a dedicated hour each week to speak with the leadership team to discuss any issues of concern that they may have, including in respect of their mental health. These measures demonstrated the provider’s commitment to valuing staff and promoting a positive and supportive working environment.