Coton House

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. A person told us, “The staff are very friendly but at the moment they are short staffed. The managers are very good to talk to.” Another person told us, “The staff are very pleasant. As far as I can see, very skilled as well and they respect my privacy and never had anyone impose on me.” Relatives were complimentary about the home and its staff. The registered manager told us that care plans and risk assessments are completed for new residents and that a handover is done with staff to ensure they can get to know the person. Staff told us they had good relationships with people. We saw staff were kind and considerate in the way they engaged with people. We saw staff talking to people, supporting people when they were agitated. People interacted with staff warmly and engaged in conversations. When people were transferring using equipment, we saw staff offered reassurance and guidance to people to keep them calm and safe. Staff were knowledgeable about people and used this information to provide support which promoted dignity and was respectful.

The provider treated people as individuals and ensured 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. People and relatives told us staff worked with people to meet their individual needs and preferences. A relatives told us, “[Person’s name] likes the company here. It has built up [person’s name] confidence.” We saw staff offering people a choice of drinks and people’s preferences were documented in their care plans. When staff administered medicines they explained to the person what they were for and ensured the person could take them safely. Staff knew this person preferred to take their medicine in a certain way. Care plans included information about people’s preferences and gave specific information about protected characteristics. For example, preferred pronouns, sexuality, culture and religion.

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 remain independent and given choice and control over their care. A relative told us, “[Person’s name] is now walking much better than when they came in.” The registered manager had systems in place to ensure care plans supported people to make choices and remain independent. For example, nutrition care plans indicated people’s preferences of food, preferred cutlery and where they prefer eating. Staff were able to tell us people had a choice from a menu for their meals. The registered manager told us the menu board is pictorial so this helps people make choices. People also told us the food was “good” but that they did not have a choice from a menu. Partners told us that they did not see a menu therefore they were unable to evidence what choices each resident had.

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. We saw staff support people promptly when they needed support. We saw call bells were responded to promptly, and staff were always available to meet people’s needs in the communal areas. For example, we saw staff hoisted a person and explaining what they were going to do; they reassured the person throughout the process of being hoisted to avoid any distress. A relative told us, “The staff are very good and quick to respond.”

The provider cared about and promoted the wellbeing of their staff, and supported and enabled staff to always deliver person-centred care. Staff told us they felt well supported by the registered manager and records showed they received regular discussions with the registered manager about their role. The registered manager told us they promote an open-door policy for staff. We saw there were policies in place to support staff wellbeing and enablement. For example, we saw a policy in place to support staff that are pregnant or are new mothers. The policy ensured that there were appropriate risk assessments in place. The registered manager told us champion roles were going to be introduced which would offer an employee the chance to improve a certain area within the company.