Field 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

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.

People were seen as individuals, treated with dignity and respect. Care given to patients was person-centred and they were encouraged to be involved in their care and treatment planning. Resource and equipment were available to allow the service to respond to the needs of the patients. Patients told us the staff, and the service were compassionate, and caring. Staff were visible and available to patients, supporting them to maintain their independence, choice and control. Patients received good quality care and support. Staff had regular breaks and rest periods which allowed them to perform their roles to the best of their ability in a safe, caring, and effective way.

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.

Staff at the service were respectful and kind when they worked with partners, patients, and their families. Staff at all levels were open, honest, and transparent, and had an excellent relationship with partners and the wider community. Patients were treated with kindness, compassion, dignity, and respect. Patients valued their relationships with staff. One patient told us “Staff are kind and respectful, when I need them, they are there, and they listen”. Staff had a kind, and compassionate approach and built meaningful relationships with patients. Staff provided emotional wellbeing support to patients whenever required, often spending time with them offering reassurance and encouragement. Patient’s privacy and dignity was maintained. Gender specific support was facilitated when required to meet the patient's individual needs and privacy. Staff demonstrated that they were compassionate and treated the patients with dignity. It was evident that staff respected and valued patients and saw them as individuals. Staff treated patients in a caring way, showing kindness, compassion, dignity, and respect when speaking with them, and offering reassurance.

Staff saw patients as individuals with their own needs and preferences. Care, support, and treatment were personal to each patient and considered any social, cultural, or religious needs. Patient's preferences and opinions were treated with importance; they were valued and listened to. One patient told us “The staff know me well, what I like and what I don’t, I do feel listened to”. Staff were passionate and demonstrated genuine empathy for the people they cared for. A multi-faith room was available to meet the religious and cultural needs of patients. Staff and patients were relaxed and respectful around each other. Staff sat with patients around the ward and in the outdoor space, sharing conversation and often humour, also giving reassurance and offering support if needed. We heard staff reassuring patients about their care and treatment journey, and how they would be supported throughout. Communication needs were supported, and individual choices were promoted. For example, documentation and information was available in different formats, and dietary needs e.g. gluten free or vegetarian requirements could be met.

Patients were encouraged and supported to be as independent as possible, to have choice and control over their care and treatment. Patients were able to maintain their connections with people that were important to them, and their communities. For example, the service encouraged patients to have visits from family, and friends. Patient leave was encouraged and supported to their local areas and communities. Staff consulted people and involved them in decisions, for example what activities they want to engage in, service decor and food choices. Staff supported people to foster independence, for example through help with budgeting, cooking, or access to the community. Staff arranged outings for patients, for example on the day of our inspection staff accompanied patients to a local lama farm. Specialist and adaptive equipment were in place to support patient's activities of daily living. The ward had a room adapted for patients who had sensory needs, the room was used to enable patients a space to emotionally regulate, and to avoid the potential distress of a sometimes-busy environment. Equipment was ordered if required, and without delay. There was a kitchen and laundry room where patients were assessed and supported to regain their independence. Shower rooms and bathrooms were fitted with handrails.

Staff responded to patients immediate needs to address any concerns or to minimise distress. Throughout the assessment staff responded to patients’ needs quickly, providing assistance and reassurances whenever required. When the ward alarm was activated, staff responded to the patient quickly and communicated clearly when identifying the immediate need. Knowing the patients well, meant that needs could be anticipated and responded to quickly. If patients felt concerned about their mental wellbeing or physical health, they were able to approach staff, knowing they would respond quickly and effectively, with compassion, and care. Patients praised staff as they were responsive to their needs. One patient told us “The staff are very responsive when I need them, I never have to wait long”.

Leaders promoted the wellbeing of their staff to enable them to deliver good quality person-centred care. Leaders encouraged staff to take regular breaks and rest periods were promoted. Staff had access to an online employee health and well-being support service which was available 24 hours a day, 7 days a week, which was instrumental in helping to maintain the health and well-being of the workforce. Staff felt well supported by the management. They felt able to give feedback and share or raise concerns if they needed to. Staff had access to human resources (HR) and occupational therapy department if in need of any support. Reasonable adjustments were made for staff where possible around family commitments, and social needs to enhance their social activities away from work, promoting a healthy work life balance.