Graysford Hall

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 changed to 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 95 (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 the people and relatives we spoke with said the staff were extremely caring and kind. A person said, “All the staff are wonderful. The housekeepers chat to me at night. Two carers have become close friends. They are stars. Outstanding. All the staff are my friends.” A relative said, “The staff are lovely, so gentle, and [person] likes them, and they keep a really good eye on [person].”

Staff went over and above to ensure people felt valued and respected. A relative said, “The staff think a lot of [person] and even go and sit with them to eat their own lunch and chat to [person] which is lovely.” We observed numerous caring interactions during our site visits.

All staff, including ancillary staff, knew people’s wishes and cultural preferences. They followed the provider’s core value of ‘Dignity for Everyone, Every Day’ by providing prompt, compassionate and respectful care to the people they supported. A relative said, “The staff are very mindful of [person’s] dignity when they move them. They are so kind and well organised.”

There was a culture of kindness and respect between staff and colleagues from other organisations. Staff had built excellent relationships with healthcare professionals who supported people at the service. A visiting healthcare professional told us, “We are always made welcome here and offered a drink. This is the best care home we currently visit.”

The provider treated people as individuals and was exceptional in how they made sure people’s care, support and treatment met people’s needs and preferences. The provider took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

Staff understood people’s individual needs and preferences which were clearly documented in their care plans. For example, what people liked to talk about was recorded so staff knew which topics of conversation might be of interest to them, including their life histories, past occupations, and information about their families.

Staff were extremely knowledgeable about people’s likes, dislikes, and preferred routines. For example, a staff member told us how a person liked a particular hot drink twice a day, another’s make-up preferences, and how staff had given a person extra support after they suffered a loss.

Relatives said staff were keen to know all about people so they could improve their wellbeing.

A relative told us, “[Person] liked to walk a lot. I rang them about it, and they have put in [person’s] care plan that they will be offered a walk out into the garden at least twice a day, so that's good.”

Peoples cultural needs were met in the way they wanted. For example, a person liked to talk in their first language and have meals and drinks from their country of birth and staff ensured this happened.

Staff had strong relationships with the people they supported and wanted them to have the best quality of life possible. A staff member told us they supported people as if they were their own family members and were dedicated to their wellbeing. Another staff member said, “The care is very good, staff are always there for the residents, you can see them chatting, it’s the personal touch, it’s lovely.”

The provider was exceptional at promoting people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing.

We saw numerous examples of staff empowering people to make choices about all aspects of their care and support and to maintain their independence. Using people’s preferred method of communication, staff engaged with people and invited them to take part in routines, events, and activities at the service.

People who chose to spend most of their time in their rooms were encouraged to join others for meals and activities. A person was observed enjoying the company at lunchtime, then let staff know they wanted to return to their room. Staff immediately supported them to do this. Another person enjoyed spending time in the gardens and staff accompanied them outside when they asked. A relative said, “[Person] loves the food, they get a choice on a menu every morning, [person] can’t remember the time, so the staff go and prompt them for their meals, and there is a cake trolley that comes round every day.”

There was a range of equipment to support and maximise people’s independence. A relative said staff provided a mobility chair for their family member so they could move around the premises. They said, “It was their idea, and they got it and sorted it all out, and it has made such a difference to [person]. They get [person] up when [person] is able and take them about the place.”

People had access to activities and the local community to promote and support their independence, health and wellbeing. Following an activity survey, when people were asked what activities they would like, staff produced a weekly activity plan. This was displayed in communal areas and a copy given to each person in their room. Staff read the plan to people who preferred to hear about it verbally.

Relatives praised the activity programme which helped to ensured people had social opportunities at the service. A relative said, “There are loads of activities and they can join in if they want, the weather has been nice, and they have been outside in the garden, which is good. They have special days like VE day and Easter and birthdays, there is always something going on for them.” Another relative told us, “There are activities, and [person] will go. They like quizzes and are still really goodat crosswords so I ask the staff to persuade [person] to go downstairs to join in if they can.”

Care plans gave clear instructions to staff on how to support people to be independent. For example, a person liked to cook independently and make meals for themselves with the support of staff. They also managed their own medicines with a risk assessment and staff support. This helped to ensure the person retained their independence and had control over aspects of their care and support.

The provider was exceptional 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 responded to people’s needs quickly and efficiently, especially if they were in pain, discomfort, or distress. A relative told us, “The staff are very kind and understanding, my [family member] gets very distressed when we leave but the staff come and sit with them and calm them down. They are so kind and patient.”

All staff were aware of people’s needs and if they needed immediate support. A member of the housekeeping team said, “I speak to residents while I’m working. I’m always alert to any possible problems and would tell one of the carers or a manager if was concerned, or if a resident asked for help. Nobody waits a long time for assistance.”

Staff quickly recognised when people needed urgent help or support and used appropriate tools and technology to assist. A person needed immediate assistance to get up in the dining room. Staff used call bells to summon assistance, help arrived in seconds, and a staff member brought a hoist. The person was quickly made safe and comfortable before being supported to their seat.

Call bell audits showed staff providing prompt assistance if people rang for support from their rooms or other parts of the service. The average response time was around a minute.

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

Graysford Hall had an open and supportive culture that focused on the wellbeing of the people using the service and staff. Staff were recruited and trained to provide safe, effective and person-centred care. The provider understood that to do this successfully, staff must be also valued and respected.

Some staff said the recent turnover of managers had challenged them, but they had confidence in the new manager to provide stability and consistent leadership.

New starters had a ‘buddy’ (an experienced staff member to guide them) and an in-depth induction to ensure they understood what was expected of them at the service. A staff member told us, “My performance was checked during my probationary period. I was anxious about this but encouraged by managers and colleagues.”

Staff had regular formal and informal supervision and support from team leaders and managers. They had access to the provider’s employee assistance programme if they needed additional support. They told us the provider and managers respected and valued them. A staff member said, “I’m treated well, as are others. I have never heard people complaining in the staff room. I’m happy. I have plenty of support.”