Farthings 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 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 was exceptional at treating people with kindness, empathy and compassion and in how they respected people’s privacy and dignity. Staff always treated colleagues from other organisations with kindness and respect.

All staff demonstrated a consistently caring attitude, and their relationships with people and those important to them were mutually warm, respectful and highly trusting. The registered manager described how, “we are all a family, everyone is included and valued, that includes families and professionals that work with us,” and this ethos was fully embedded across the service. Kindness and respect were consistently observed at all levels. Staff showed a detailed understanding of people’s emotional as well as physical needs, recognising subtle changes and responding with sensitivity. One person told us, “If they see me a bit down, they’ll give me a hug, and it helps me a lot,” while another said, “I never feel rushed or hurried, and my privacy to spend time by myself is respected.” This resulted in highly responsive, person-centred care which improved emotional wellbeing, reduced anxiety and increased confidence and engagement.

Feedback was overwhelmingly positive, with people describing the home as excellent. Comments included, “It’s the care that makes it so good here,” “It’s a lovely place with lovely people,” and “I’m in the best place and feel loved.” Staff at all levels consistently went above and beyond to create meaningful experiences for people. For instance, repurposing communal rooms and areas to celebrate milestone birthdays, and taking a genuinely respectful and dignified approach when people died, lining the driveway during a person’s final journey. Staff cared for people, as per the ethos set out by the registered manager, as they would a family member.

Families experienced an exceptionally inclusive and welcoming culture. One shared, “I am always made to feel welcome, and I can join in the activities,” while others said they felt at home and confidently recommended the service. Relatives consistently told us it was the caring nature of the service that meant they recommended it to others and led families to choosing the service on multiple occasions.

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.

People’s personal, cultural, social and religious needs were well understood and clearly documented. This meant people experienced care that was tailored to who they were as individuals,helping them feel valued, respected and understood.

The environment was being improved through renovation, creating a warm, homely and welcoming space. This contributed to people feeling comfortable, settled and proud of where they lived.

People spoke positively about staff. One person told us, "Staff have endless patience, nothing is too much trouble for them,"reflecting a culture where people felt listened to and consistently supported.

People experienced a highly positive and sociable atmosphere. The chef demonstrated respect for people’s preferences by seeking permission before playing music in the dining room. The environment was relaxed, with a warm atmosphere described as full of chatter and smiles.

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 felt listened to, respected and fully involved in decisions about their care and support. This meant they were empowered, confident to express their views and reassured their voices influenced how care was delivered. One person said, “I consider the staff my friends and allies in the best way,” reflecting strong, trusting relationships. Another shared, “I have been involved in all discussions,” demonstrating people retained control over decisions. A family member said staff had “made a real effort to make everything as right as possible,” resulting in tailored, responsive care.

Family and friends were welcomed without restriction and actively encouraged to spend meaningful time within the home. This inclusive approach enabled people to maintain close relationships, reducing isolation and enhancing wellbeing and quality of life. The provider showed strong commitment by making adaptations to support one person’s family member to visit daily.

This had a significant and sustained positive impact on the person’s wellbeing, emotional security and sense of connection. The drinks preparation area further enhanced flexible, meaningful time with loved ones, with agreed boundaries maintaining a respectful and calm environment.

The garden had also been thoughtfully adapted to promote inclusion and independence. Wheelchair-accessible planters enabled people to actively take part in gardening, supporting choice, meaningful occupation and a sense of achievement.

Professionals said care was delivered without restrictive practices. As a result, people experienced greater freedom, dignity and control, with care consistently promoting independence, choice and an outstanding caring culture.

The provider listened to and understood people’s needs, views and wishes. Staff responded promptly to people’s needs in the moment and acted to minimise any discomfort, concern or distress.

The service had effective systems to monitor and improve response times, including regular call bell audits. These identified patterns and areas for improvement, enabling timely action. As a result, people experienced quicker responses, reduced waiting times and greater reassurance, improving their comfort, safety and overall experience of care.

Staff took time to get to know people well, which enabled them to recognise early signs of deterioration. One person told us, “They quickly saw I wasn’t well and got me help.” People consistently told us they felt listened to and supported. One said, “Staff are quick to come to me if I need them,” and another commented, “Staff are very attentive.” A family member told us, “Staff noticed quickly and got help, we were relieved by this.” This meant people received prompt, responsive care that reduced anxiety and prevented escalation of need.

Staff demonstrated a strong understanding of people’s individual needs and responded quickly to requests for support. This ensured people felt reassured, comfortable and supported at the right time, helping to prevent distress and promote overall wellbeing.

The provider always cared about and promoted the wellbeing of their staff and was exceptional at supporting and enabling staff to always deliver person-centred care.

Staff wellbeing was embedded in the culture, with leaders clearly recognising and valuing the direct link between a motivated, respected workforce and the best outcomes for people. The registered manager spoke passionately about this, which was consistently reflected in practice. People living in the home experienced care from a stable staff team who knew them deeply, understood their life histories and preferences, and delivered highly personalised support.

Recognition initiatives such as “Employee of the Month” and a positive affirmation station in staff areas created a workforce who felt valued and motivated. This translated into warm, patient and meaningful interactions, with people consistently experiencing kindness, dignity and genuine companionship.

Thoughtful rota planning, alongside the use of an internal staffing agency owned by the same provider supported staff wellbeing and helped maintain a consistent workforce. This led to many long-standing staff members remaining in the service, which had a significant positive impact on people. They were supported by familiar, trusted staff who understood their needs, preferences and routines. This continuity strengthened relationships, reduced anxiety and promoted a strong sense of security, resulting in improved wellbeing and more positive outcomes for both people living in the home and the staff team.

Investment in development and progression further supported retention, meaning people were supported by skilled, experienced staff. A proactive approach to wellbeing ensured staff felt confident and supported, which directly enhanced the quality, consistency and responsiveness of care. People benefited from a stable, compassionate service where their needs and wellbeing were consistently prioritised.