Asher Nursing 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

People had been involved in the shaping of their care and this was much more person-centred. Staff knew people well and we observed warm interactions between staff and people. New activities had been put in place which people told us they had enjoyed. Measures had been implemented to gain people’s views on how they would like the service to run, and we saw their ideas acted on. For example, there had been menu changes. Staff were much more positive about working at Asher and they felt supported in their roles. New measures had been put in place to promote good staff well-being, morale had improved but this needed time to embed.

This service scored 60 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

We did not look at Kindness, compassion and dignity during this assessment. The score for this quality statement is based on the previous rating for Caring.

We did not look at Treating people as individuals during this assessment. The score for this quality statement is based on the previous rating for Caring.

We did not look at Independence, choice and control during this assessment. The score for this quality statement is based on the previous rating for Caring.

People told us they were involved in decisions about their care. Resident meetings had taken place and food surveys had been completed to enable people to share their views and give feedback or share ideas. A new menu planning board was displayed on the wall in the communal lounge. One person told us this had been their idea. We were also told, "We suggested menu changes and theme days, and this has happened. We had a meal out in a pub and had a cheese and biscuit evening which was very nice”.

People had been allocated named keyworkers who would work closely with them to get to know their needs and preferences. Staff felt this was a positive development but was new and needed time to show positive effects going forward. Staff, including kitchen staff, were able to tell us clearly about people’s needs and wishes.

We observed staff working well with people, supporting them with their needs. Staff knew people well and delivered care in line with their preferences. Call bells were answered promptly, and people comfortably approached staff when they needed anything.

Staff spoke positively about working at Asher. They described feeling more supported in their role recently, and able to raise concerns should they have them. Management told us that staff well-being is paramount to them. One member of the management team told us, “It is important that staff are given the chance to speak openly and freely knowing that these discussions are confidential and build up good communication lines and trust between them and management. This is something we will continue to work on moving forward.”

Staff Supervision and appraisals were used to support staff and highlight any areas of development or additional support needed. The provider had a company handbook in place for staff which detailed additional support which was available, this included occupational health access and flexible working if needed and appropriate. Management also had a process in place for debrief meetings to be undertaken. These were not always done regularly however this is something which was been worked on to become more robust and embedded in practice.