Foxland Grange

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.

This is the first assessment for this service under this provider. The key question has been rated outstanding.

This meant people were truly respected and valued as individuals; and empowered as partners in their care in an exceptional service.

This service scored 90 (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 treated people with kindness, empathy and compassion and respected their privacy and dignity.

People and relatives were happy with the care they received. One person said, “Staff help me get washed, dressed, help me to bed, yes they take their time.” Another person told us, “Yes, treated with dignity and respect, they close doors. I class all the staff as friends.” A relative said, “Carers are very kind, they go beyond, they make [name] feel safe and secure.”

We saw staff interact and speak with people in a caring way, they were patient with people at mealtimes and stopped in communal areas to chat with people. When drinks were offered to people, they were offered a choice and staff gently supported people to remain clean after they had eaten and drank.

The provider delivered exceptional, highly personalised support that recognised each person’s strengths, abilities, aspirations, culture, background and identity. Staff went beyond meeting assessed needs, using what mattered to people to create meaningful opportunities that strengthened purpose, independence, community connection and wellbeing.

For 1 person, staff built on their pride in their previous RAF service. Staff supported the person to visit the local RAF museum which led to a sustained involvement with the local military community. Staff supported the person to further develop their connection with the RAF by enabling them to participate in World War Two events with a local school and co-producing a veteran immersive box with a local RAF base which was due for launch in January 2027. These projects gave the person a valued role and renewed sense of purpose, while creating a resource intended to help other veterans discuss their experiences and support their mental health and wellbeing. The registered manager told us, “We are so pleased we have been able to support [name], and we continue to work with them for a positive responsive approach to meet his individual care needs that is a huge part of his life.”

Staff similarly enabled another person to reconnect with their identity as an artist following a period of ill health. Their portraits were displayed in the home and, with consent, showcased for the National Day of Arts in Care Homes. The exhibition brought together people, relatives and staff, celebrated the person’s talents and visibly improved their confidence and wellbeing. Their relative said, “I can see her coming back to her old self again, it’s wonderful.”

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

People were empowered to be in control of their lives and make their own choices. One person had a health condition which meant they needed equipment to support their continence needs. Staff consistently empowered the person to direct their own care and maintain their independence. They initially supported the person, through education, encouragement and monitoring, to develop the confidence and skills to independently manage the equipment required to meet their continence needs. When changing symptoms made this increasingly difficult, staff respected the person’s wish to remain independent rather than treating it as a barrier. They advocated persistently, explored the person’s concerns and preferences, and worked with them and specialist professionals to develop a personalised plan. Specialist equipment and adjustments to daily routines enabled the person to retain an active role in their care, with staff assistance limited to areas where it was genuinely required. The registered manager said, “Most importantly, [name] feels that they have maintained control over their life and decision-making.”

Staff supported another person to rebuild confidence and sustain independence when their abilities changed. Recognising that typing connected the person to their previous administrative career, skills and identity, staff adapted the resident council role when recording minutes during meetings became difficult. A staff member handwrote the notes for the person to type afterwards at their own pace. The person now takes pride in producing and distributing the completed minutes, enabling them to use valued skills, contribute meaningfully to the home and retain a purposeful role despite changes in their abilities. The registered manager said, “Rather than allowing changes in their abilities to prevent her involvement, we adapted the task to help her remain engaged and valued.”

The provider listened to and understood people’s needs, views and wishes.

No concerns were raised to how people’s immediate needs were responded to. People’s needs were responded to promptly. They had regular reviews of their care and regular discussion took place between staff, families and professionals who knew them well. When changes occurred to how people’s care was being delivered, care plans and risk assessments were updated to ensure staff had the most up to date information to offer support. Staff felt they had the most up to date information about people to enable them to support them.

The provider focused on developing a positive culture for staff which was based on open communication and transparency.

There was an exceptional commitment to workforce wellbeing and enablement. Leaders had created an open, inclusive and highly supportive culture in which staff felt genuinely valued, listened to and recognised for their contribution. Staff described management support as outstanding. One staff member told us, “The support we received is outstanding.” Another staff member said, “It’s very lovely here. Management and staff cooperative and so helpful. We are attached to residents. It’s such a lovely place. Management is very helpful whenever we need something, she always helps us.”

A wide range of wellbeing measures was available, including confidential support from a Mental Health First Aider, GP appointments and counselling, alongside meaningful recognition initiatives. This included pizza nights, when 100% of health and safety training was completed and the registered manager arranged for the ice cream van to visit the homes grounds during the hot weather.

Leaders actively sought staff views through meetings and the ‘Colleague Over to You’ survey, which achieved a 100% response rate, and transparently acted on feedback through ‘you said, we did’ action plans.

Support was personalised from recruitment onwards, with individual circumstances, cultural backgrounds, religious beliefs and personal commitments understood and accommodated through reasonable adjustments, advance rota planning and inclusive celebrations. The registered manager used a world calendar of events to plan cultural celebrations and activities, creating opportunities for colleagues and residents to share and learn about different traditions and cultures. We saw photographs of staff, people and relatives taking part in these events which included, Pride and Diwali.

Colleagues were also closely involved in appreciation activities, demonstrating that recognition, belonging and wellbeing were embedded across the service. When staff started working in the home, they completed a 'Getting to Know You' form during recruitment to help the registered manager understand each colleague's interests, background and individual circumstances. The registered manager told us, “This enables us to build positive working relationships and recognise what matters to each person. Its helps with the Gem award (employee of the month programme) and personalising gifts for when staff go the extra mile.” The ‘Getting to Know You’ form also asked staff their favourite chocolate bar which the registered manager then gave to all new starters.