Horton Cross 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 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 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.

Staff were observed interacting warmly with people, using their chosen names and offering reassurance during support.

People and relatives praised the staff, describing them as “Really kind” and “Fantastic” in supporting them during difficult times.

Staff ensured doors were closed during personal care and knocked before entering rooms, promoting dignity.

People told us they felt well cared for and comfortable at Horton Cross, and relatives said they were welcomed and offered refreshments when visiting. One person told us, “Staff check on me and ask if I need anything.”

Staff told us, “I like working here”, “It’s like a family, and I know them [people] very well” and “We have lovely rapport with residents, we always give 100% and that to me is what it’s all about, and I get so much pleasure when I walk through the door in the morning”.

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.

The provider always considered and supported people’s individual needs and preferences.

Care plans were person-centred and regularly reviewed, and staff demonstrated a good knowledge of people’s histories and choices.

A relative told us, “They always ask me about mum’s likes and dislikes. The chef knows her very well.” Another family member said, “It’s totally different here than a year ago. More consistency with staff. I get a newsletter, and there’s a residents’ leaflet.”

People confirmed they could make suggestions about meals, with one saying, “I would feel able to say something if I wanted something different.”

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 encouraged to make decisions about when to get up, go to bed and participate in activities. One person told us, “I go to bed when I want and get up when I want.” Another said, “I like to go down and mix with people.”

We observed staff asking people for their preferences during mealtimes, including where they would prefer to eat. Staff supported independence at mealtimes, with finger foods provided where appropriate for 1 person to eat without assistance. A drinks and snacks trolley was in place and accessible to people, ensuring refreshments were available and supporting individual choice.

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 responded promptly and appropriately to people’s immediate needs. Call bells were accessible to people and generally answered within a few minutes. A relative told us, “They know she can’t use her bell and check on her frequently, every five minutes. They check her at night. They are very good, I can’t find fault with the carers.” Another said, “He has a call bell and he needs it to be on the right side, and now it’s always in the right position.”

When risks were identified, such as high score for a skin integrity risk assessment, actions were taken, including providing pressure-relieving mattresses and monitoring settings, so they were appropriate for the person.

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

A new registered manager had been appointed since the last assessment took place. Staff told us that the culture of the home had improved under the new registered manager, one staff member said, “It’s like a different home now, management are very good.”

Staff felt valued and supported by the management team and felt confident they could speak with them if they had concerns. Staff told us they felt valued, listened to and supported by approachable leaders. One staff member said, “We work as a team, every day, things are wonderful, if you have a problem the manager is always available.” Staff praised the open-door policy and regular supervisions, with one saying, “(Registered managers), door is always open. I do feel supported here.”