Humberston House Care 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.

This is the first assessment for this newly registered service. This key question has been rated Outstanding. This meant people were truly respected and valued as individuals; and empowered as partners in their care in an exceptional service.

This service scored 100 (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, management team and all staff were 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 people and their relatives were extremely complimentary about staff at the service and the support they provided. People told us, “They’re brilliant. [Staff member’s name] is very good” and “Staff are super. I can’t say any one person does more than the other because they are all excellent.” People’s relatives said, “Staff are second to none-splendid. I can’t fault them” and “It’s first-class care. They are cared for 24/7 by attentive staff.”

Staff were passionate about caring for people and were considerate of all their needs. A staff member told us, “If there is a quiet afternoon, staff are very keen on pampering people as appearance is important to people.” They also told us it meant a lot to a person that staff continued to acknowledge and refer to their loved one who had now passed away as it allowed their memory to live on. We saw staff were very attentive and sensitive to people’s needs.

Staff developed genuine and meaningful relationships with people and their relatives. This included people and their relatives still being welcome in the home when they no longer lived there or after their loved one had passed away. One person’s relative came to help out at an event after the death of their loved one and were welcomed with a hug. A trip out was organised after a person had moved back home and arrangements were made with their family so they could attend this meaningful day out. We saw many positive interactions between people and staff which were relaxed, respectful and at times playful where people enjoyed these types of relationships.

Staff upheld people’s rights to privacy and dignity. When talking about kindness, compassion and dignity, a staff member said, “This is the one thing all of our [staff] do really well.” They gave clear examples how staff maintained people’s privacy and dignity. Staff respected people’s privacy during phone calls and visits which could be held in private if people wished.

All staff treated people as individuals and were masterful in how they made sure people’s care, support and treatment met people’s needs and preferences. All staff took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

Staff went above and beyond to organise bespoke activities for people. The activities co-ordinator spent time getting to know people, their interests, their wishes and made their wishes come true. For example, one person wished to see a tribute act of their favourite music artist as they were a huge fan, and music had been an important part of their life. Prior to the evening out, the day was made special for the person as they had their hair done and were helped to dress in their best clothes. They were then taken to the local auditorium to see the tribute act. Photos were taken which the person still cherishes, and the event continues to enhance their wellbeing every time they remember and talk about it. Another person was supported to visit the local children’s hospice to donate a toy train set because charity work and contributing to the local community had always been an important part of their life. When reflecting about the visit they said, “I felt happy, and it lifted my mood to think I had done such a good deed by giving the train to the children." Other wishes being granted included a visit to a local state of the art aquarium, visiting the seaside and cafe’s, having fish and chips and going bramble picking. All of which were meaningful and bespoke activities for people.

People received first-class care tailored to their needs and preferences. A relative told us, “[Person’s name] once decided they wanted a bath at 2am and staff duly obliged.” One person wanted an americano coffee, so a staff member used their own personal coffee supplies to make the person their chosen drink, which they enjoyed.

The management team and staff were exceptional at promoting people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing.

Staff were excellent at promoting people’s independence. Staff had made appropriate changes for some people to manage their own medicines safely and people were encouraged to read the menu, helping them to retain important skills. Regular exercise classes were held which people attended. The classes had helped people to maintain their fitness levels, whilst other people had seen improvements to their fitness and mobility. This had helped them to retain and improve their independence.

Staff continually upheld the values of people having choice and control over their lives. A staff member said, “Just because they are in a home, doesn’t mean they should have anything taken away from them. When people have their own choices and make their own choices, it makes the person a happy person.” A relative told us how an area had been set up so their loved one could paint whenever they wanted to. Choices for people varied from everyday options such as meals, drinks, clothing and a wide range of activities to more complex choices around their health and medicines. Choices were offered in a way people could understand. For example, staff showed people the meal options on plates so they could compare and pick the one which appealed to them. If they didn’t want either option, alternatives were provided.

The management team and staff were considerate when helping people to maintain important relationships. Visitors were welcomed and people could have private meetings and meals with their friends and relatives. People and their relatives could mark special occasions or just have a nice family meal in private dining rooms set aside just for them. People’s relatives told us people were able to maintain relationships with them.

Staff consistently sought people’s consent and respected people’s preferences. People’s relatives told us staff sought people’s consent and respected their loved one’s personal routines.

The management team were extremely attentive in how they 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 were incredibly responsive and attentive to people’s needs. People’s relatives gave positive feedback and one relative said, “Staff will turn [Person’s name] every half an hour and they will turn their bed to face the TV.” This meant the person was always able to see the TV which was one of their preferred activities. Staff quickly brought people tables for drinks and snacks where they saw they may need one. One person locked themselves in the toilet which staff swiftly reacted to, giving clear instructions to the person and reassurance once they were out.

Staff provided appropriate support to people where communication was difficult at times. Some people demonstrated their needs through their behaviours. Staff understood what people may be trying to communicate and provided appropriate support. For example, one person was unsettled and the registered manager spent time walking with them outside to help understand their needs and provided emotional support. Some people displayed behaviours which may challenge others and had medicines prescribed in the event of the behaviours posing risks to the person and other people. We found staff had managed these behaviours well and had not needed to administer these medicines.

Staff anticipated people’s needs and offered appropriate support. One person was offered the opportunity to go to the toilet before they got settled into a comfy chair which they agreed with and said “Yes, that’s a good idea.” Staff regularly offered drinks, responded to individual requests for support and checked in with people to see if they needed anything.

The management team monitored call bell response times to ensure staff responded quickly when people needed support. The majority of call bells were responded to within the provider’s target timescales.

The provider and management team always cared about and promoted the wellbeing of their staff, and were excellent at supporting and enabling staff to always deliver person-led care.

Staff received outstanding support from the provider and the management team. All staff highly commended the support they received and enjoyed working at the service. Comments included, “It’s the most supportive place I’ve ever worked” and “It’s a lovely home to work in and Tanglewood are a great company,” Staff also said, “I love working here. The [Registered Manager] is brilliant and so supportive. If any staff phone in sick, they’re the first one to come and help out” and “The door is always open. The minute you go in, they swing round in the chair. If you need anything, [Registered Manager] is up to help, they don’t mind, and it is never a ‘No’.”

Staff’s hard work delivering person-led care was valued by the provider and the registered manager. Staff were nominated for awards, and the registered manager regularly used their own money to buy treats for staff in acknowledgement and appreciation of their hard work.

The provider and registered manager promoted and facilitated staff development and career development. Staff were encouraged to request any additional training they felt they needed. The management team arranged requested training and supported staff to attend. Staff were promoted when opportunities arose, and they had the required skill sets for the role.

Staff meetings promoted the delivery of person-led care. Staff told us things got done from staff meetings as they could talk openly and were friendly, with snacks and refreshments provided.