Nyton 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

People received exceptional care from a staff team and leadership. Leaders and staff understood people’s needs to a high level and provided outstanding response to their immediate needs. Staff received high level of professional and personal wellbeing support from the provider to ensure that they could provide a high standard of caring support. As a result, people had choices, input and involvement in every aspect of their support and to be as independent as they could be. People had access to an outstanding level of engagement and activities that me their own preferences and resulted in positive experiences for them.

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.

People received care and support that was exceptionally compassionate and kind. Staff cared for individuals and each other in a way that exceeded expectations and fully respected their privacy and dignity. Staff demonstrated genuine empathy for the people they care for. People felt they were treated with kindness, compassion and dignity in their day-to-today care and support. One person said, “Yes, they treat me very, very well.” Other comments we received, “They treat me like family, just wonderful.” Another person said, “Yes, just like a one-to-one relationship.” People and their relatives stated that carers knew them and their needs. Our conversations with staff confirmed this. Staff spoke about the people they were caring for with compassion and respect. One person said, “I trust them, they know me.” People felt that staff listened to them and communicated to them properly. We observed interactions throughout the assessment that were meaningful and caring. One relative said, “They’re well engaged with people.”

Staff had a strong understanding of people’s human rights to dignity and respect and were able to act creatively to uphold these rights, even in challenging situations. For example, one person who was being supported at the end of their lives began experiencing extreme confusion, which impacted their own mental wellbeing and that of others at the home. After being compassionately supported by staff following a disclosure regarding their own life, staff arranged for personal spiritual guidance from a local religious leader to support them in their final days.

The embedded culture of kindness and respect extends to colleagues from other organisations as they are treated in the same manner. Professionals told us, without exception, that their experiences of staff and leader engagement and approach to caring for people was above and beyond. One professional said, “The care and consideration they give is absolutely wonderful.” Other comments from partners included, “Overall it’s a very loving environment. Staff really do care” and “Nyton House is an excellent home, and the staff are very caring, supportive and professional.

Staff demonstrated genuine empathy for the people care for and attended to people individually and compassionately. Staff were quick to provide reassurance and attention to those who needed it and ensured that each person was included within the area they covered. We observed this throughout the inspection. Staff listened attentively to people, asking questions to ensure they understood what was said. One person had moved to another building in the home and, as she wasn’t at lunch, people asked where she was. Staff explained her move tactfully and her friend was assisted to visit her later in the day. One person who disclosed an unhappy part of her history was kindly reassured by staff.

Staff treated people as individuals and made sure that their care and support met their needs and preferences. Care plans were person centred and accounted for people’s life histories, strengths and abilities. People’s personal, cultural, social and religious needs were understood and met. Staff received equality, diversity and inclusion training and demonstrated this through our observations during the assessment. Staff knew people’s preferred communication needs and used these to include people. Staff were aware of any cultural or religious needs of those at the home and processes were in place to support these.

People continued to be supported by an outstanding range of events, engagement in meaningful activities that were person centred and which promoted and supported their independence, choice and wellbeing. One person said, “The things they put on are absolutely marvellous.” Activities were tailored to suit the needs of people, to match their abilities and to encourage independence and control. One person said, “They’re interested in getting to know the individual. They’re very well engaged with people.’ For example, people living with dementia, and those with limited dexterity, were able to express themselves artistically using dementia specific watercolor magic paints where artwork reveals itself promoting calmness and creativity. For people with sensory and visual impairments, art books with more defined lines were used to support creativity. For those with more advanced dementia, weekly musical therapy sessions were provided, including one to one sessions for some that were bedbound. Regular pet therapy sessions were used for people with dementia that supported with reducing anxiety and improving confidence and communication. One relative said about their loved one, “She can’t participate too much, but they try their damndest to get people involved.” The home was exceptional at helping people to express their views so that they had control over their care, and so staff and managers at all levels understood their views, preferences, wishes and choices. Goals for Care sessions, which were used to understand what was most important to the person and to allow carers to deliver care accordingly. Leaders sought external professionals to complete people and family dementia workshops. These supported people to understand the dementia journey of their loved ones and promoted ways to engage and communicate their views.

The Head of Interaction showed a passion and enthusiasm for ensuring that every person at the home was included and involved in the extensive activity and events programme that they developed. They explored people’s life histories and interests and integrated these into the activities and events. They demonstrated a clear and detailed understanding of the challenges of dementia care by helping people to express their views so that staff and managers at all levels understood their views and choices. The head of interaction said, “Activities are variable due to the nature of dementia. Everyone has a choice at whatever level, and we tailor their needs on that day and what they can achieve. There are no set levels.” The provider said, “A great example of communicating using non-verbal means is the use of picture cards to enable choices and our picture care plan, which uses images to communicate the care a resident can expect and their personal care equipment.” One professional said, “They have a wonderful events co-ordinator Kay, who is equally as brilliant.”

Staff continuously sought for ways to improve care, so that people had positive experiences and led fulfilling lives. Staff and leaders looked to extend the home’s approach to intergenerational therapy. Intergenerational therapy looks to improve the cognitive functioning, as well as the social and emotional wellbeing of older adults through engagement with younger generations. Through the Together Project, people had developed connections to reduce loneliness and foster community togetherness that included the sharing of letters and pictures with young people in the community. People had been supported to visit local schools to participate in a Nippers and Slippers group where they interacted with and told stories to primary school students. We observed two people illustrating their letters with autumnal drawings as part of the project. One relative said, “You can see people begin to do something and grow into it.” One person had a lifelong interest, and was a member, of a classic car group. Staff arranged a classic car show on the grounds of the home. We saw pictures of the person, together with other residents, taking part in an event that raised money for motor neurone disease, a cause that was close to a committing member of the club. Another person who practiced carpentry and had been commissioned to produce work for the local church, was being supported by staff in a project to restore wooden tables within the home. People’s views were sought through formal care reviews, extensive resident and family meetings. One relative said about sessions to seek their views, “It was great, they told us what they are going to do in the future. You could make suggestions.” Another person said, “They explain what’s going on. The last one I went to was good, I like to know what’s going on. You can speak up, make comments.”

Staff and leadership went above and beyond to support people with their social needs, to develop and maintain relationships and to access their social networks and community. People’s wellbeing and engagement benefitted greatly from links, projects and partnerships that the leadership had forged with the local community. Community lunch clubs were held regularly and advertised to combat loneliness within the local area by inviting those without a support network. The home ran a volunteer group of people from local villages that encouraged participation and support with garden parties and one to one support with home events. Local residents and groups were invited to give talks and presentations in the home, including a local historian, the RNLI, local museum and dance schools that matched the interests of people at the home. The homes leadership had sponsored UK Harvest, a leading environmental and social impact charity dedicated to preventing food waste and food insecurity in the community. This supported local low-income families or villagers who required extra food. People were supported to see friends and family when they wished, and staff went the extra mile to facilitate this. The home was in a rural location, and family and friends had been invited to stay in accommodation at the home so that they could be closer to loved ones. One person’s care plan stated, ‘I have a lot of friends, lifelong friends and old clients who wish to keep in touch with me’. They had a KOMP in their room, a one button computer system that connected to an app on the phones of the person's friends and family. This was used to share pictures and interact directly with those closest to them. This supports people with motor functions, dementia or sensory impairments to connect independently with those closest to them.  

People received exceptional responsive support from staff and leaders who used innovative technology, best practice guidance and evidence-based tools to anticipate needs, health support and comfort. Leaders had implemented an electronic pain assessment system designed to help staff identify and assess pain in individuals with dementia or those unable to communicate pain reliably. The system tracks key indicators such as movement, facial expressions, behaviour, and activity levels. This data assists staff in determining appropriate interventions and support, ensuring that patients receive timely and effective pain management. Leaders had recognised the impact and risk of falls and had invested in a light detection and sensor system in people’s rooms, linked to the homes call bell system. This allowed staff to be alerted to potential risk of falls and falls by alerting them when a person was self-transferring for example. One relative said, “They’re constantly getting to know [relative]. They anticipate what’s going to happen. They’re on the ball.”

The registered manager prioritised approaches to anticipate and respond to people’s needs and take steps to ensure preventable discomfort, concern or distress for people. The registered manager said, “You need to be proactive and not wait for triggers, Staff are very good at that.” For example, one person was admitted to the home bedbound following an acute central nervous system injury, utilised a PEG for feeding and medicines, while suffering agitation and distress. Staff approaches together with intensive engagement with GPs, dieticians and speech and language therapists resulted in a drastic reduction in anxieties and a cessation of medicines to control this. The person’s dexterity improved meaning they could eat independently and take medicines as they wished, with the PEG feed to be removed. By addressing both the medical and emotional needs of the person, interventions led to remarkable improvements in their mood, physical dexterity, and independence, enhancing their overall quality of life. The registered manager said, “The improvements in her mood as her quality of life has improved is amazing.”

Technology was used to respond and prevent the risk of pressure ulcers. Innovative lateral turning bed platforms were used for the comfort and safety of those who were bed bound or being supported at the end of their lives. This supported people to automatically adjust position at regular interval, to distribute pressure and prevent injury. One senior leader said, “The goal is to have no wounds in the home.” Leaders and staff quickly identified when individuals needed assistance and used appropriate tools and technology to support them. For example, a person with visual impairment and dementia was provided with contrasting-coloured displays for meals to promote independence, and colourful foods were introduced into their diet. The use of colour is beneficial as it helps stimulate interest and aids in distinguishing between foods, as many individuals with dementia experience difficulty perceiving certain colours.

There were high levels of satisfaction from staff of the providers commitment to their wellbeing. Staff benefitted greatly from the support systems in place, which empowered them to do their job well. One staff member said, “Wellbeing of staff is fantastic here. There is a medicash app that supports you if needed. It covers everything from counselling to low level emotional support.” Staff commended the leadership for their supportive approach, both professionally and personally. When team members disclosed health concerns that could affect their roles, leadership actively worked to accommodate their needs. For instance, staff with physical health conditions were given opportunities to utilize their skills in less physically demanding environments, with adjustments to their working hours to promote their well-being. One team member, who was caring for a loved one with a serious condition, expressed gratitude for the flexibility and emotional support they received, sharing, “They have been there for me emotionally.” People’s experience of the home was shaped by a culture that actively promoted well-being through inclusivity and a commitment to active listening. Staff were encouraged to raise concerns and suggest improvements to both the home and their own working experiences. We observed numerous examples where staff raised issues or offered constructive suggestions during staff meetings, and where leaders responded promptly and effectively. Staff received bonuses when they started to provide care and additional financial incentives in referring others to work at the home. One staff member said, “I was recommended by someone who already works here. Begged me to come and work here and so glad I did, I love it.”

People received safe person-centred care as the provider prioritised an exceptional organisational commitment to staff wellbeing, inclusivity and support. Staff were highly valued by the management team who provided them with the resources and support to provide quality care. There were established and proven support networks for staff to use if they were struggling, so they had support immediately and the impact on the care they deliver to people remained positive. Staff were supported with access to a private healthcare scheme and human resource company that prioritised personalised diagnosis, treatment and recovery of staff’s healthcare needs. Staff had access to an extensive range of health benefits and wellbeing tools. The provider recognised the increasing need to support their workforce with their mental health needs, and provided them with excellent support, as well as access to support networks to address this. Their private health scheme gave staff access to crisis counselling and ongoing support with their mental health, while another initiative provided assistance with personal and financial challenges, that staff faced. This holistic approach helped employees feel supported in both their professional and personal lives. Nyton House had received a Good Carer employer award from the local authority in recognition of their support to staff. Training was provided to staff on managing toxic workplace traits and managing difficult conversations respectfully to support staff to work closely together.