Acacia Bank Care 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 requires improvement. 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.

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.

Throughout our assessment, we observed numerous positive and meaningful interactions between staff and people using the service. Staff demonstrated a consistently kind, caring, and compassionate approach. They took time to engage with people in a warm and respectful manner, speaking with them patiently and listening attentively to their views and preferences.

People were treated with dignity and respect at all times. We observed staff knocking on doors before entering rooms, addressing people by their preferred names, and offering reassurance and encouragement where needed. Staff demonstrated an understanding of people’s individual needs and personalities, which helped to create a relaxed and supportive atmosphere within the home.

People spoke highly of the staff, describing them as “kind,” “thoughtful,” and “always willing to help.” Feedback from relatives echoed this, with comments highlighting the caring and respectful relationships staff had built with people. These interactions helped people to feel valued, safe, and well cared for.

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.

Care plans were detailed and contained clear information about people’s specific needs, preferences, and personal routines. This ensured staff had sufficient guidance to deliver care that was person-centred and aligned with treating people as individuals.

Care plans captured what was important to people in their daily lives, including how they wished to present themselves and maintain their identity. For example, staff supported one person to apply their makeup as they wished, dress smartly, and have their hair coloured regularly, in line with their personal preferences. This attention to detail promoted dignity, self-esteem, and a sense of individuality.

Staff were knowledgeable about people’s preferences and used this information to provide care and support in a way that was respectful and personalised. This helped people to feel recognised and valued as individuals, contributing positively to their overall wellbeing.

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

People were supported to have choice and control over all aspects of their daily lives. Staff offered people choice in where they wished to sit, how they spent their time, what they wanted to eat and drink, and whether they preferred company or time alone. This person-centred approach respected people’s individual preferences and promoted their independence.

Staff encouraged people to maintain their independence where possible and adapted routines to reflect people’s personal wishes. For example, staff explained that some people preferred to stay up later in the evenings, particularly at night, and they respected these choices. Staff tailored activities to suit people’s preferences at these times, such as offering to watch a film together, supporting people to walk around the home, or sitting and chatting. People were also given the option to use the ‘Oomph’ app for activities if they wished, but there was no pressure to participate. This was an interactive software app with a wide range of activities and resources which could be tailored to meet residents individual ages, genders, sexual orientation and interests/likes.

This flexible and responsive approach supported people’s wellbeing, upheld their dignity, and promoted choice and independence in a meaningful way.

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.

Staff were responsive to people’s needs, particularly those who required the use of chair sensors to help promote their safety and wellbeing. We observed that when alarms sounded, staff responded promptly and appropriately. This swift response helped to minimise any potential risks and ensured people received timely assistance, which helped them to feel safe and well-supported.

Staff demonstrated good awareness of the importance of responding quickly to any alerts or call bells to prevent potential harm, such as falls or prolonged distress. We reviewed call bell analysis data, which confirmed that when call bells were activated, staff attended promptly to provide the necessary support. This consistent responsiveness helped to promote people’s confidence and trust in the care they received.

People told us they felt reassured knowing that staff were available and attentive to their needs. This approach supported people’s safety, dignity, and independence, while also contributing to a calm and well-managed environment.

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

Staff morale was high. All staff we spoke with told us they enjoyed working at Acacia Bank and felt valued and supported in their roles. Staff described the culture within the home as positive, inclusive, and like being part of a family. They told us they felt well looked after by both the management team and their colleagues, which contributed to a strong sense of teamwork and loyalty.

Staff spoke positively about recognition initiatives in place to show appreciation for their efforts. This included internal carers’ awards and performance-related bonuses, which helps staff feel recognised and motivated. In addition, an ‘Employee of the Month’ scheme was due to be introduced to further acknowledge individual contributions and celebrate achievements.

This positive culture helped create a happy and stable staff team who were committed to providing high-quality care. Staff told us they felt proud to work at the service and were encouraged to bring forward ideas to improve the home. This had a direct impact on the quality of care provided, as staff who feel valued are more likely to deliver compassionate, person-centred care.