Manson 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.This is the first assessment for this re-registered service. This key question has been rated 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.

People were treated with kindness, compassion and respect by staff who demonstrated a caring and person-centred approach. Feedback from people and their relatives was consistently positive about the quality of care provided and the relationships staff had developed with people living at the service. One person told us, “Staff are excellent, all so understanding and helpful and kind.” Another person commented, “Staff are gentle and very respectful and understanding.” Relatives also spoke highly of the support provided by staff. One relative explained, “Staff come in and talk to [family member], it has been very emotional, and you don’t realise how involved staff are. They have told us so many stories [family member] has told them, they love [family member]. You cannot fault the care.”

Staff demonstrated a good understanding of the people they supported. They were able to speak confidently about people’s backgrounds, preferences and what was important to them, which helped ensure care was delivered in a personalised way. Throughout the inspection, we observed warm and positive interactions between staff and people. Staff engaged with people in a calm, respectful and empathetic manner and took time to provide reassurance and support where needed.

We saw staff promoting people’s dignity and privacy in their day-to-day practice. Staff knocked on bedroom doors before entering and waited for a response where appropriate. They explained what they were doing before providing support and ensured people understood what was happening, helping people feel respected, involved and in control of their care.

The provider recognised people as individuals and ensured care, support and treatment were delivered in line with their assessed needs, preferences and wishes. Care planning considered people’s strengths, abilities, aspirations, cultural backgrounds and protected characteristics, helping to ensure support was personalised and responsive to the person.

People’s care plans were person-centred and contained detailed information about their life histories, experiences and preferences. This helped staff develop a good understanding of the people they supported and enabled them to provide care in ways that reflected each person’s individual circumstances and choices.

Staff and the registered manager demonstrated a good understanding of how people preferred to be supported. They were able to describe people’s interests, routines and preferences, including whether individuals enjoyed participating in group activities or preferred spending time on their own. This helped ensure people received care and support in a way that suited them and respected their choices.

People spoke positively about the extent to which their preferences were respected and how they were supported to make decisions about their daily lives. One person told us, “They look after me very well I only have to ask. I only have to press the buzzer…I get a shower when I want one. I spend most of my time in my room, but I go downstairs for bingo, and I have sat in the garden – you only have to ask. Staff are very kind I can’t fault it here in any way.”

Feedback and our observations demonstrated that people were supported to maintain choice and control over their daily routines. Staff understood the importance of respecting people’s individual preferences and ensuring they could access activities, social opportunities and support when they wanted them, while also respecting the wishes of those who preferred quieter or more independent pursuits. This contributed to people receiving care that was tailored to their individual needs and preferences.

The provider promoted people’s independence and supported them to maintain choice and control over their care, treatment and wellbeing. Staff encouraged people to make decisions about their daily lives and respected their rights to live in a way that reflected their preferences and values.

People and their loved ones told us staff worked with them to maintain as much independence as possible. One person explained, “One reason I chose this home was because of the Holy Communion plus we are across the road to the Baptist Church. They do my nails very professionally and they offer so much, sometimes I think I need a break! We are not nagged and they do respect our choices.” This demonstrated how people were supported to access opportunities that were important to them while retaining control over how they spent their time.

Staff understood the importance of promoting people’s rights, independence and involvement in decisions about their care. They were able to describe how they encouraged people to make choices and respected the decisions people made, even when these differed from what others may have chosen.

A staff member told us, “I think one of Manson House’s biggest strengths is that it genuinely feels like the [people’s] home. They’re known as individuals and their choices, dignity and independence matter. We also have lovely relationships with many of the families and the feedback we receive from them backs up what I see myself, which is that [people] are cared for by people who genuinely care about them.”

Staff spoke about the importance of involving people in all aspects of their care and support. They explained how they worked alongside people, providing information and encouragement to help them make informed decisions and maintain as much independence as possible. Feedback from people, staff and our observations showed people’s choices were respected and support was delivered in a way that promoted dignity and autonomy.

The provider listened to and understood people’s needs, views and wishes. Staff responded promptly to people’s needs as they arose and took action to minimise discomfort, concern or distress, ensuring people felt supported and reassured.

During our inspection visit, we observed staff regularly checking on people’s wellbeing and providing reassurance when needed. Staff were attentive to people’s needs and took time to engage with them throughout the day. We saw staff offering drinks, spending time talking with people in their rooms and responding promptly to requests for support.

People spoke positively about the responsiveness of staff and the care they received. One person told us, “I think it is a good home, and I feel confident I am being well looked after. If I press the buzzer, they are pretty good, staff are good. I cannot think of anything to improve on.”

Relatives also provided positive feedback about the support their family members received and the attentiveness of staff. One relative told us, “They are always checking in on [family member]. If [family member] presses the buzzer they [care staff] are there very quick less than 5 minutes. [Family member] stays in their room and is very safe here.”

Our observations were consistent with the feedback received. Staff were visible throughout the service and responded to people in a timely and caring manner. They demonstrated an awareness of people’s individual needs and preferences and took opportunities to check on people’s comfort, wellbeing and safety. This helped to ensure people felt listened to, supported and confident that assistance would be available when required.

The provider demonstrated a commitment to promoting staff wellbeing and creating an environment where staff could deliver person-centred care. An employee wellbeing and benefits scheme was in place, funded by the provider, and the registered manager had introduced additional local initiatives to recognise and support staff, including treats and wellbeing packages for those working additional shifts.

The majority of staff described a positive and supportive culture within the service. They told us they felt valued and said the management team was understanding and supportive when they experienced personal difficulties. One staff member told us, “I feel very proud to work at Manson House. I can still say that I love what I do, I feel incredibly valued and supported and I honestly wouldn’t want to work anywhere else.” Another commented, “I am always supported at work and know that I can go to anyone if I have any questions or needs and don’t feel worried to ask anyone for help as I know they will all help me.” This feedback reflected a strong sense of teamwork and indicated staff felt supported to seek advice, raise concerns and deliver high-quality care.

A small number of staff shared a different perspective, commenting that managers could sometimes be difficult to access during busy periods. Comments included feeling that leaders were often occupied with competing demands or that there could be more opportunities for informal contact. However, these views were not reflective of the majority of feedback received. Overall, staff described a supportive working environment, with the feedback from a small number of staff highlighting opportunities to further strengthen communication and accessibility during particularly busy times.