Cressington Court Care 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

Caring – this means we looked for evidence that the service 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. We assessed 5 quality statements in the caring key question. People told us they were treated well by staff. We observed people being treated by staff with care and compassion. Where support was provided, this was done in a way which respected people’s independence and privacy.

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.

People’s experience confirmed they felt staff treated them with kindness and dignity. People told us staff treated them with kindness. Comments from people included, “They are kind here, they treat me nicely”, “I like the staff, they are very kind” and “The staff are wonderful, I can’t fault them.” People were able to maintain important relationships with family and friends. One relative told us, “They [staff] welcome me.”

Feedback from staff and leaders confirmed staff knew and understood the people they supported, including their preferences, wishes, personal histories and backgrounds.

Feedback from partners confirmed the service had worked well to address the shortfalls found at the last assessment.

We observed staff treating people with kindness and in a way which respected both their privacy and dignity. Where people required support from staff, this was provided in a dignified and considered way.

People’s experience confirmed staff treated them as individuals and that their preferences for care and support were listened to and acted upon. One person explained how they preferred female staff to attend to their needs.

Feedback from leaders confirmed people’s individual needs and preferences were understood and were reflected in their care, treatment and support. The manager told us, “We go through all information with people and get their family involved, so we can go through people’s history and backgrounds. This understanding helps us care for them well in the future.”

We observed people being supported by staff in a way which met their individual needs. We observed one person telling staff they felt a little cold when sat in their chair, the staff member offered to cover them with a blanket and the person accepted this.

Processes were in place to help ensure people’s communication needs were met to enable them to engage in their care, treatment and support to maximise their experience and outcomes. People’s care plans contained a plan of care detailing how that person best communicated with staff.

People’s experience confirmed staff respected their independence and they could make day to day decisions. Staff respected what people could do for themselves and supported them when needed. People told us, “They [staff] are kind with me and help me to get dressed and to the toilet” and “I wash and dress myself.”

Feedback from leaders confirmed people had choice and control over their own care and were empowered to make decisions about their care. The manager told us, “We ask and involve people as much as they can with their care plan.”

We observed people’s independence and choices were respected by staff. Staff offered people choices and explained to people what they were going to do before providing care and support. For example, we observed a staff member asking a person if they were ready to get up out of bed.

Processes were in place to help ensure the care and support people received reflected their needs and their right to choose. People’s care records promoted their independence, helping to ensure people were cared for and supported in a way of their choosing.

People’s experience confirmed staff treated their needs, views, wishes and comfort as a priority. People told us, “I press the bell, and they [staff] come” and “Yes, they [staff] come quickly if I need them.”

Feedback from leaders confirmed they were able to respond to people’s needs in a timely way. The manager told us how they carried out observations of staff and monitored call bell response times to ensure staff attended to people quickly.

We observed staff being able to recognise when people needed help and support. Staff were observed responding quickly to call bells and people’s requests for support. However, we did observe people being left unattended in the main lounge for prolonged periods of time, meaning people who were not able to use their call bells may not have had their immediate needs met in a timely way.

Feedback from staff and leaders and leaders confirmed people received safe and effective care as the provider recognised and met the well-being needs of staff. The manager explained how ‘appreciation meetings’ were held once per week, known as ‘Thank you Thursday’ where treats where shared with staff to show how much they were valued.

Processes were in place to help ensure people’s experience of the service was driven by a culture that fostered staff well-being through inclusivity, active listening, and open conversations. The provider regularly collated feedback from staff in the form of surveys, meetings and supervision and appraisal processes. Staff were also encouraged to discuss any issued they had at any time, as the manager operated an open-door policy. Staff were recognised for their positive contribution to the service, with weekly treats such as chocolates being given to help staff feel valued and appreciated.