Kenton Manor

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.

Staff treated people with kindness, empathy and compassion and respected their privacy and dignity. A relative told us, “Kenton Manor has changed mum's life. Staff are just wonderful. Staff are great with her. They reassure her when she's afraid and they know her as a person.”

We observed staff involving people in the care being provided by clearly explaining what was happening and what to expect next. For example, a staff member explained to a person that they were going to move their foot off the footplate to support them to stand and transfer safely to a chair. This approach helped people feel informed, respected, and reassured during care interactions.

Staff treated colleagues from other organisations with kindness and respect. Health and social care professionals spoke positively about staff and management.

Staff 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 were detailed and person-centred, containing clear information about people’s individual choices and preferences regarding how they wished to receive their care. Staff had access to guidance on meeting each person’s cultural, social, and religious needs. This ensured that care was delivered in a respectful and inclusive way, supporting people to maintain their identity and beliefs.

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

The provider supported people to maintain contact with those who were important to them. We observed people receiving visits from family and friends throughout our assessment.

People had a range of activities they could be involved in. There was a newly recruited activities coordinator who told us of their plan to have a rolling 4-week plan of activities. They said this would include activities that were “cognitive, creative, reminiscence and social, and will have links to calendar events e.g. celebrations and Halloween.”

Staff 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 supporting people knew them well and responded to their needs in a timely and attentive manner. Daily records reflected that care was delivered in accordance with individual care plans. For example, where nutrition and hydration required monitoring, detailed records were maintained to accurately track the amount of food and fluids people received.

During observations, staff were seen responding promptly to requests for assistance, providing reassurance and encouragement. Call bells were answered without delay, ensuring people’s needs were met promptly.

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

Staff spoke positively about the support they received, which enabled them to carry out their roles effectively and feel valued within the service. A staff member commented, “[Registered manager] has been amazing. It's been like coming in to a family.” This positive feedback highlighted a supportive working environment that contributed to staff motivation and quality of care.

New staff completed a comprehensive induction programme before working independently to ensure they were confident and competent in their roles. All staff received necessary training to deliver person-centred care safely and effectively. This included having their working practices observed. Regular supervision sessions provided opportunities for staff to discuss ideas, raise concerns, and reflect on their practice. The registered manager also outlined initiatives to support staff wellbeing, including a weekly drop-in session where staff could speak with her confidentially. These measures fostered a supportive workforce culture.