Stocks Hall Nursing Home - Burscough

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 70 (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.

People spoke highly about the staff. Quotes from people included, “The carers are lovely; they chat with me;” and, “They hold my hand and make me feel loved,” and, “The staff are brilliant they know everyone.” People said staff were friendly and easy to talk to and comforted them when they were upset. Relatives agreed and added staff were patient and kind; 1 relative said, “Staff are very caring, they chat to residents. When a person gets upset, staff sit next to them and help her calm down.” Another relative said, “The staff are brilliant. They can’t do enough. The activity co-ordinator is brilliant and plays snakes and ladders with people.”

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 took account of people’s individual needs and preferences, and staff took the time to get to know people and their likes and dislikes well. The service had links with the local churches and faith leaders visited the home to practice communion with people for whom faith was important. Staff were aware of dietary requirements of different cultures and faiths, and these were adhered to. People’s bedrooms were decorated to feel comfortable and homely and were personalised with appropriate items and furnishings.

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

People told us they made decisions for themselves; 1 person said, “I can make all my own decisions. I choose what to wear each day. I try to be as independent as possible. I can go to bed when I want and choose when to get up.” Another person said, “I do what I want, they don’t tell me to do anything.” We observed staff asking people how they would like to spend their time, and the activities co-ordinator checked what activities were important to people when they first moved into the home.

The provider did not always listen to and understand people’s needs, views and wishes. Staff did not always respond to people’s needs in the moment or act to minimise any discomfort, concern or distress.

We found due to staffing pressures at specific points of the day, at times people had to wait for their medicines or personal care tasks. Feedback was mixed about response times. One person said, “If I am unwell, staff see me straight away.” Another person said, “They sort things out quickly.” However, a family member said, “Staff take a long time to see [my relative] when they call for help.”

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

There were several initiatives to support staff wellbeing. Examples included ‘dress down Friday’ once a month which staff commented helped to establish a relaxed atmosphere, and kitchen staff prepared treats for the day. The provider established ‘employee of the month’ where staff were recognised and rewarded for good practice, including vouchers for a spa day. We were told about monetary rewards for 100% monthly attendance, and staff attended 1-1 supervision sessions with their line manager to discuss things important to them.