Fleetwood 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 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 be kind, patient and friendly in their approach, and observations showed people were relaxed and confident in staff company. People said staff were caring, kind and offered dignified support. One person told us, “They [staff] are kind and caring and they can take a joke.” A second person told us staff respected their privacy, “I usually leave my door open, so when it is closed they [staff] know that I am getting dressed or on the toilet.”

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.

People’s personal, cultural, social and religious needs were understood and reflected within their care plans. The management team ensured people had opportunities to practise their faith and maintain links with communities and activities that were important to them.

Where people chose to make decisions that others may have considered unwise, management assessed and monitored any associated risks and put measures in place to support their safety while respecting their rights and independence. As a result, people were supported in a person-centred way that promoted choice, inclusion and wellbeing.

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

The management team ensured people’s care documentation promoted their independence, including people’s capacity to make decisions. Guidance for staff to follow when providing day to day care was recorded to promote choice and control. One person told us, “I am independent and can do things for myself.” A second person commented, “I do everything myself when I want. I even make my own bed.”

People were offered opportunities to take part in a range of activities both within the home and their local community. People chose how they spent their time and activities included reminiscence sessions, bingo, cooking, visits to charity shops and interactions with visiting animals.

During our assessment, we observed a miniature pony visit arranged by the activities coordinator. People were happy and engaged, enjoying opportunities to pet and feed the pony. This activity generated positive social interaction and conversation among people and staff.

Management had a flexible approach to visiting. People maintained relationships with family and friends through unrestricted visiting arrangements, enabling them to remain connected to those who mattered most to them.

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.

When people became distressed, anxious or experienced periods of poor mental health, staff demonstrated a good understanding of the individual strategies and approaches required to support them. This meant staff reduced the likelihood of avoidable discomfort or prolonged distress. As a result, people received timely and appropriate support when they needed it, which helped promote their wellbeing and maintain their comfort and dignity.

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

The service demonstrated a commitment to staff wellbeing through the Sandstone Stars recognition programme, which celebrated staff achievements and promoted a culture where colleagues felt valued, appreciated and motivated.

Staff told us they felt valued by their management team. They said they were able to discuss any suggestions or concerns they had, and they were listened to. One staff member told us, “They [management] listen to you. They are supportive. You’ve got that safety net.” A second staff member said, “She’s doing a good job [deputy manager]. She knows her staff, has in depth knowledge, she really cares about everyone.”