Dent House Nursing Home

“There was a good learning culture and people confirmed they could raise any concerns. Managers investigated any incidents thoroughly. People were protected and kept safe. Staff understood and managed risks well. The facilities and equipment met people’s needs, were clean and well-maintained and any risks mitigated. There were enough staff with the right skills, qualifications and experience. Managers made sure staff received training and regular appraisals to maintain high-quality care. Staff managed medicines well and involved people in planning any changes.”

“People were involved in assessments of their needs. Staff took account of people’s individual communication, personal and healthcare needs. Care was based on latest evidence and good practice. People had enough to eat and drink to stay healthy. Staff worked with all agencies involved in people’s care for the best outcomes and smooth transitions when moving services. They monitored people’s health to support healthy living. Staff made sure people understood their care and treatment to enable them to give informed consent. Staff involved relatives, representatives, and others important to people in making best interest decisions when people did not have the capacity to make those decisions themselves.”

“People were treated with kindness and compassion. Staff protected their privacy and dignity. They treated them as individuals and supported their preferences. People had choice in their care and were encouraged to maintain relationships with family and friends. Staff responded to people in a timely way. The provider supported staff wellbeing.”

“People were involved in decisions about their care. Staff provided information in a way people could understand. People knew how to give feedback and were confident the registered manager took it seriously and acted on it. The service worked in partnership to eliminate discrimination ensuring people received fair and equal care and treatment. Staff worked to reduce health and care inequalities through training and feedback. People were involved in planning their care and understood options around choosing to withdraw or not receive care.”

“Leaders and staff had a shared vision and culture based on listening, learning and trust. Leaders were visible, knowledgeable and supportive, helping staff develop in their roles. Staff felt supported to give feedback and were treated equally, free from bullying or harassment. People with protected characteristics felt supported. Staff understood their roles and responsibilities. Managers worked with the local community to deliver the best possible care and were receptive to new ideas and innovation.”