Nightingales Residential 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.

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.

We saw staff treated people with kindness, empathy and compassion and respect. We received feedback that some staff did not always demonstrate patience with people. We explored this comment and we did not identify anything to indicate people were at risk of unkindness. However, we raised this with the registered manager as an area to monitor and review.

Staff supported people to maintain their dignity. They ensured people were clean and tidy. They supported them discreetly when personal care was required. Relatives spoke about the kindness and compassion staff showed to people. One relative said, “The staff are, without exception, kind and caring and have a great manner with people with dementia.” Another relative said, “Mum is really happy here, so am I. It’s been amazing.” Staff spoke about people with compassion and care, they knew people really well. One staff member told us, “There’s so much love in this home, it's lovely when you see people talking and holding hands with staff.” Another staff member said, “I treat every individual with dignity and respect, ensuring their cultural, religious, and personal preferences are upheld in care planning and daily routines.”

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.

Relatives told us staff knew their loved ones as individuals. One relative told us, “The staff know my mother well.” Another relative said, “Some of them (staff) have formed a real bond with my mother and it is more than just a job for them.” Staff responded to each person in a way that met the person’s needs and demonstrated knowledge of that person. Staff supported people to make their own choices and decisions and used their knowledge of people to guide and direct. Staff were able to tell us about people’s individual care and support needs. Family and friends were welcome to visit the home at any time.

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 supported to maintain and improve their independence. Relatives told us about improvements their loved ones had made since living at the home. One relative said, “Staff are flexible, for example they will always provide food if [name] forgets she's eaten, it’s not formal or regimented.”

Staff knew people well and understood how to support them to remain independent. People were given choices in relation to their care and support. Staff told us how they enabled people to make their own choices for example, in relation to their routines and what they wore. People were offered choices at each mealtime, if they then changed their mind this was respected and alternatives provided.

People’s independence was also promoted through the use of specialist equipment, for example adaptive cutlery, mobility aids and sensor mats if people were unable to use their call bells. People were encouraged and supported to maintain contact with their families and friends.

The registered manager ensured there were opportunities for people to engage with the local community. There was an annual garden party and a recent open day had been held. This gave families, friends and the local community to visit the home and enjoy their time with people.

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.

Staff responded to people’s requests for help and were attentive to their needs, offering support and encouragement in a timely way. When people required support or showed signs of distress staff responded to them promptly, identified their need and provided the support they needed. One relative told us, “The staff are lovely and nothing is too much trouble for them.” We observed staff attending to a person who had been unwell. They checked on the person’s well-being and asked if there was anything the person needed and then ensured this was provided. This support was provided with kindness and patience.

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

The registered manager was committed to providing a positive working environment for staff. She told us how she worked with staff to develop their knowledge and skills, and to promote their confidence.Staff told us the registered manager was approachable, friendly, they were considerate of their wellbeing and personal needs. Staff told us they could talk to them at any time and about anything. One staff member said, “You can talk to [name], she’s always available to talk to, she’s lovely, we're lucky we've got a lovely manager.” Staff told us any concerns raised with the registered manager were treated confidentially.

The registered manager supported staff through sensitive shift planning. They took into account staff’s individual circumstances and planned the rota accordingly. For example, some staff needed to travel to work by taxi. The registered manager would, as far as possible, ensure the staff worked together so they could share taxi costs.

Staff received supervision, and were supported to take on additional roles, develop and gain new skills. Staff told us they were offered opportunities for additional training for example, Level 3 Diploma in Adult Social Care. One staff member told us they were regularly asked if they would like to enrol for the Level 3 Diploma in Adult Social Care but had declined. They told us they knew this was something they could do if they changed their mind.

Staff had designated breaks and were provided with meals when they were on shift. However, there was no separate staff room for staff to use for their breaks. This meant staff had breaks within the home which did not give them any privacy or time away from the workplace. We saw staff were approached by people during their breaks and they responded appropriately. We discuss this with the registered manager who said they would review this with staff to identify if this would be beneficial to staff well-being.