Fauld House 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 were treated with kindness and compassion and treated as individuals. Staff knew people well which meant staff were more responsive to people’s immediate needs.

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 told us they were treated with respect and dignity. One person said, “Staff are caring, and they are respectful.” Another person said, “Staff are caring and respectful.”

Staff told us how they supported people in a kind and compassionate way, respecting people’s privacy and dignity. One staff member said, “When delivering personal care, I cover people up and I gain consent from people and always go through what I am doing. If people are reluctant to receive care, I would leave it for a while and then go back and offer support again.”

Partners were complimentary about the care people received.

We saw staff supporting people in a way which demonstrated the home’s ethos of kind and compassionate care. Staff spoke with people in a respectful way and people responded to staff in a warm and friendly way.

People were treated as individuals. One person said, “Staff are respectful by listening to me and I let them know what I want to do.” Another person commented, “Staff know me, and they know my needs.”

Staff told us about the people they were caring for. Conversations with staff evidenced staff knew people well. People's personal, social, cultural and religious needs were understood and met. One staff member said, "As an example, we supported a person with specific cultural needs. We provided care at the end of the person's life whereby we worked with the person's family to ensure their cultural needs such as lighting and providing the correct cultural dress were met." The registered manager said, "We always ask people about specific, personalised needs to ensure we are inclusive, however we will be doing more work around meeting people's protected characteristics going forward to ensure we are providing true person centred care."

We observed staff spending time with people and staff took the time to listen to people which reflected what people had told us.

People's care plans reflected people's individual needs. Records included information about people's cultural, social and religious needs and their communication preferences.

People told us they were in control of their own care, treatment and well being. One person said, “Staff are lovely, and they let me do as much as I can do myself.” Another person told us, “Staff are caring and give me the time to talk about what I need.”

Staff respected people’s needs, wishes and preferences and told us ways in which they supported people to remain independent and make choices. A staff member told us, “I support a person who struggles to understand information, but we anticipate their needs through their body language, and this is supplemented by picture cards so staff can communicate more effectively with them.”

People were observed to have independence and control of their needs and daily lives. People were seen engaging with staff, and discussing their own needs and preferences and staff were timely in their response. Staff took time to understand people and how they wanted their care delivered.

Where possible, people were in control of their own lives and the support they received. Care plans reflected people’s preferences, interests and individual needs. Where required people had access to specialist equipment to support them with their care needs and to maximise their independence.

People felt listened to and told us they were happy with how staff respond to them. One person said, “I am listened to.” Another person said, “It is lovely, everyone gets along and I always have everything I need.”

Staff knew people well so were able to anticipate when people needed additional support. Staff used different tools such as pictorial pain scale charts to support people who could verbally communicate.

Staff were attentive and on hand to support people as they needed it. For example, during lunch time, we observed staff supporting a person to reduce the amount of food they were putting into their mouth to reduce the risk of choking.

Staff were complimentary of the support they received from the management team both on a 1:1 level and as a group. One staff member said, “I cannot thank the management enough for the support they have given me at a specific time in my career. The managers recognise if staff are stressed, they cannot give the best care to people.” Another staff member said, “Staff are all very caring and the management are good.” The registered manager told us about staff initiatives they had in place.

The systems in place for staff to access personalised support meant staff felt valued and felt they were contributing to people having the best level of care.