Cubbington Mill

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 85 (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.

There was a warm and welcoming atmosphere at Cubbington Mill which was recognised and enjoyed by people and their relatives. One relative told us, “It genuinely is a home from home. You walk in, they greet you by name. They have really got to know [Name] and us as well.” Comments from people included: “They are so nice and friendly here”, “They take their time to chat, we have a good laugh” and “I am very happy with the staff, they have improved my wellbeing.” One relative described an occasion when their family member arrived late to the dining room, and all the tables were full. They explained, “She would have been sat on her own but instead the staff sat with her whilst she ate. I thought that was nice.”

Staff spoke with respect about people and valued their role in helping people live their best life possible. One staff member told us, “I would be very happy for someone I loved to live here. I know they would be really cared for; their rights would not only be respected but promoted.” Another staff member said, “As a team we are very caring. We all shine in different ways. We have different strengths and we use them to make life good for the residents.”

Staff were respectful of people’s privacy and dignity. Staff and members of the management team were observed knocking on people’s bedroom doors and waiting for permission to enter. Whilst assisting a person to stand up from their wheelchair a staff member noticed the person’s dress had lifted. The staff member quickly repositioned the person’s dress and explained what they had done. One relative commented, “Staff really respect [Name’s] privacy. They always knock on the door.”

A healthcare professional told us, “Cubbington Mill is a friendly home which feels very homely, everyone is very welcoming.”

The provider treated people as individuals and was exceptional in how they made sure people’s care, support and treatment met people’s needs and preferences. The provider took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

People’s backgrounds, histories and interests were explored and celebrated by staff. Where possible, staff facilitated meaningful connections with people’s past to celebrate their culture, reinforce their sense of identity and promote their wellbeing. For example, 1 person had been supported to access a radio channel broadcasting in their first language. A special celebration with food and music from their country of origin had generated memories of the person’s family and forged new connections with others in the home. Another person had spoken of important time spent with a family member at a special spot in the town where they were born. Staff had found a live streaming webcam from the area which the person had enjoyed watching with staff.

Relatives told us staff took the time to understand what was important to people which enhanced their family member’s life at Cubbington Mill. One relative commented, “It was important to us that [Name] got to enjoy life every day and staff prioritise this too.” Another relative told us, “It’s the little things. [Name] always used to enjoy reading the local newspaper, it makes her feel involved in what is going on around her. They make sure she gets it every week and she enjoys reading it. We take her magazines, but that newspaper is the one she enjoys the most.” A third relative said, “On [Name’s] birthday they were amazing. They made a balloon arch for her door. They bought a cake and all the staff sang happy birthday. She remembered that.”

The activity coordinator had introduced a "Wishing Line" to support people to fulfil personal aspirations. These wishes ranged from simple outings, like visiting a local pub, to more significant experiences, such as assisting a person to visit central government in London. A member of staff explained, “Our goal is to make sure residents get what they want, what they need and in the way they want it. If we can’t do it, then we have to explain and discuss and look for alternatives. That’s what person centred care is all about. It’s individual.” A relative told us, “[Name] told them how much she loves being outdoors, gardening. They arranged a trip for a few of them to go to a garden centre. She had a great day. She loved it.”

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

People who chose to participate in activities told us they enjoyed the engagement and occupation. One person told us, “There are enough activities for me. Most days there is something on, a quiz, bingo or exercises.” Another person said, “There’s plenty of activities on the ground floor, I might go this week. We go out in the bus in the spring and the summer.” A third person enjoyed the social events and explained, “Today is Tipple Tuesday, you can have a drink of whatever you like.”

The provider had an inclusive and varied activity programme designed to accommodate people’s different preferences and abilities. This included wheelchair-accessible outings and adapted exercise sessions. The provider also supported people to maintain their religious and spiritual practices, with links to local churches of various denominations. A religious service was regularly held in the home and iPads were available to access additional religious services as requested.

One relative told us when their family member was reluctant to participate in all the activities, staff helped them identify what was important to the person. They explained, “We thought about all the things [Name] used to do, seeing her friends for coffee, sitting and watching programmes etc. So, the staff said, ‘We need to facilitate that.’ They really helped us see that we were trying to get her to do things she didn’t enjoy, instead of focussing on the things she’d always done. So now they tell her what’s on and give her choices.” Another relative told us, “There is loads going on. Games, colouring, guest speakers. They had Bollywood dancers in to celebrate Diwali. It was so happy and joyful. [Name] was in her element; I haven’t seen her that happy in a long time.”

People’s relationships and social connections were promoted. For example, staff supported a couple living in the home to spend meaningful, private time together and jointly celebrate occasions that were important to them. One relative told us, “They also facilitate [Name’s] social life really well. She has a lot of friends that visit and they are always made welcome. She loves going out, but it is important to her that she looks right in order to do so. The care staff take extra time, choosing her clothes, doing her hair and her make up. She looks so glamorous. It sounds silly but that is huge to her.” Another relative told us, “They do encourage [Name] to make friends there. She now knows everybody, she is friends with them all.” A third relative said, “We are always invited to functions, tea parties and things, but we can join in with anything if we are there. I’ve joined in a few times with the fitness classes which are great fun.”

Some people required high levels of staff support in their everyday lives. However, where people were more able, they were supported and encouraged to maintain as much independence and control as possible. One relative told us, “They 100% encourage her to be as independent as she can.” This relative told us that following a medical episode, staff had encouraged their family member to regain their ability to write and added, “Before she went there, she wasn’t doing any of that but now she can.” Another person told us they valued their independence to arrange their own transport to attend social events and medical appointments outside the home.

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.

During our inspection we saw a staff member observed a person was looking anxious as they walked around the reception area. The staff member took the person’s hand, and the person told them they were looking for their family member. The member of staff took time to reassure the person their family member would be visiting later in the day. The person smiled and said, “Thank you. You know I worry.” A relative told us their family member could sometimes get anxious which impacted on their physical health. This relative told us, “Staff have got to know her really well. They understand when she is just panicking and help to calm her.”

People told us staff were generally available when they needed assistance or support. Comments included: “They answer my bell very quickly, 5 minutes at most”, “I use my call bell a lot, they come in 3 or 4 minutes” and “Answering my bell varies, it is between 5 and 10 minutes.”

The registered manager monitored call bell response times so they could be assured staff were available to support people when they needed them. The registered manager explained how monitoring the use of call bells also helped them identify a change in need so they could address it promptly. For example, increased use of 1 person’s call bell had identified the start of a urinary tract infection. One healthcare professional described referrals being made in a “timely manner.”

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

Staff felt supported and valued by the registered manager and the wider leadership team. One staff member told us, “You feel valued here and you are thanked for the work you do. Yes, we get paid but it’s more than that, it’s the smaller things like the appreciation the management team show.” Another staff member commented, “The manager encourages you and helps build your confidence. They believe in you. That makes for a happy staff team and that rubs off on the residents.”

The provider had systems and processes to support staff wellbeing. This included a wellbeing app where they could access virtual GP appointments, counselling and services such as physiotherapy. A wellbeing champion promoted strategies to enhance staff mental and emotional health. Staff could access their work schedule 4 to 6 weeks in advance so they could plan their life outside work. They were also paid for any training or meetings attended outside their allocated shifts. Good practice was recognised through a monthly award scheme.