Jackson House

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.

The provider always treated people with kindness, empathy and compassion and respected their privacy and dignity. Staff treated colleagues from other organisations with kindness and respect.

Staff were observed to engage positively with people, and individuals appeared comfortable and at ease in their presence, indicating that caring and trusting relationships had been established. Feedback from relatives, regarding staff, was positive. One relative told us, “Staff are approachable.” This was confirmed by stakeholders. The registered manager maintained oversight of how people were treated through regular dignity audits, identifying good practice and opportunities for improvement where required.

There were some occasions where staff used uncaring language when discussing people's behaviours. We raised this with the manager who addressed it immediately.

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.

One person had expressed a preference to take responsibility for managing the household recycling, which was supported by staff. Following one person's move to Jackson House, a health professional commented, "He is happy, settled and his needs are met and well understood by staff." This demonstrated that people's individual needs and preferences were recognised and promoted.

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

People's bedrooms were personalised to reflect their tastes and preferences. People were supported to pursue their interests and had regular opportunities to participate in community activities. This included going to day centres, cinema, theatre, cycling and going on frequent walks. One relative told us, "Staff play games with [Name], outdoor games like swing ball and they do jigsaws. Staff spend time with him, they are top notch." Jackson House also had its own pool table which we observed being utilised daily. People were consulted on a weekly basis regarding menu planning, ensuring they were actively involved in decisions about meals and had opportunities to express their preferences and choices. One staff member told us, "We respect their wishes."

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 knew people well and were able to respond to their immediate needs. Staff recognised when people required additional support and responded in a timely way to meet their needs. This helped to reduce distress, promote emotional wellbeing and achieve positive outcomes for people. One staff member told us they noticed a change to a person's mobility and escalated this straight away to seek medical attention. This quick response resulted in a positive outcome for the person who made a speedy recover.
 

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

Staff received regular supervisions, could attend regular meetings and were encouraged to engage with the registered manager via their open-door policy. Staff were able to exchange shifts flexibly, which supported a positive work-life balance and helped promote staff wellbeing. Staff demonstrated consideration for one another's wellbeing. For example, during a handover meeting, one staff member reminded a colleague about the importance of staying hydrated during the extreme heat.