The Well 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

Caring – this means we looked for evidence that the provider 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.

This service scored 70 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The provider always treated people with kindness, empathy and compassion and respected their privacy and dignity. Staff treated colleagues from other organisations with kindness and respect.

The approach of staff was warm, kind and caring but also friendly and humorous. Interaction between people and staff was genuine and relaxed. People sought out the company of staff to spend time with them and told us staff were kind and friendly. One person said, “Staff are absolutely lovely.”

Relatives complimented the staff and said they were kind and caring. Comments included, “Staff do a fantastic job I am really happy and very pleased with all they do at the home they do a very good job of looking after my X” and “The staff and people make the place and there is a happy feeling in the service. You can always talk to staff they are all so approachable. We feel that we are very lucky to have X coming here.”

Staff ensured people’s own rooms and possessions were respected. Staff understood how important it was to give people time alone when they needed privacy and ensure they had all their valued items around them. One staff member said, “They love all his toys, they are very important to him.”

Staff had a good relationship with colleagues from other organisations and maintained a productive and professional relationship. A visiting professional told us, “I cannot speak highly enough of the management and support staff at The Well House.”

The provider treated people as individuals and made sure people’s care, support and treatment met people’s needs and preferences. They took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

Staff responded and supported people in an individual way. They enjoyed being with people and celebrating their different personalities and different interests. Staff knew what people liked to do and how they wanted to spend their time and when. Staff reflected on how people often changed what they wanted to do. “They love dancing, but today they are not so keen perhaps later.”

People were supported to do things that were important and fun to them. A staff member told us how another staff member had worked closely with a person encouraging and supporting them to go clothes shopping. This was a passion for them and staff had worked with them around an affordable option and the ability to swap and change at a local charity shop.

People’s spiritual needs were responded to and respected. Staff told us how people were supported to attend church and diets reflected spiritual and cultural wishes.

Relatives were confident that people were treated as individuals and staff knew what they wanted to do. A relative told us, “Staff have a very good relationship with X, and they are able to have a very full life that they enjoy.”

Visiting professionals confirmed staff saw people as individual and had noticed improvements with identified staff taking on a key worker role improving accountability and a focus on an individual approach. One professional said, “I always see the same staff when visiting to see X they know him well and understand his individual needs.”

The provider did not always promote people’s independence, so people did not always know their rights and have choice and control over their own care, treatment and well-being.

People had varied needs and abilities, and staff encouraged people to be as independent as possible. However, the environment at The Well House did not lend itself to meeting ‘Right Support, Right Care, Right Culture’ (RSRCRC). The main building was a converted hotel and lacked some environmental benefits. For example, the kitchen did not have a fixed disabled access and had not been adapted to facilitate use by everyone. Work surfaces were at a fixed height and did not enable people in wheelchairs to use them. A staff member told us, “People using wheelchairs do not normally go into the kitchen.” This limits the choice for people and the promotion of independence and activity.

The registered manager was aware the environment had not been fully adapted and limited some choice and independence. However, staff worked with people to minimise the impact of the restrictions for example ensuring communal space was used effectively. The bathing facilities had been adapted to support choice and safe bathing.

Relatives told us people had choice and control over their lives and independence was promoted. We were told, “They set him goals and maintains his independence. Staff know his capabilities and ensure he still does things that he can like clearing the plates and bits of cleaning.”

People were supported to maintain and make new contacts with friends and family. Visits from families were encouraged, although people’s choice on who and when people visited was respected. Most people attended day centres and undertook activities that supported friendships in the wider community. A visiting professional told us, “The Well House works with families and provides support to accommodate contact and successful outings.”

The provider listened to and understood people’s needs, views and wishes. Staff responded to people’s needs in the moment and acted to minimise any discomfort, concern or distress.

Staff responded to any changing need quickly and effectively. Staff knew people well and picked up any changing health needs including emotional distress. The managers were present and available to review any information raised by staff. A visiting professional told us, “The management team is very motivated to provide person-centred care and making improvements, they are approachable and involved with the day to day running.” Another said, “All the support staff are looking out for the best interest of each and every resident. Raising concerns immediately to the management so that appropriate action can be taken.

The Well House is a friendly, relaxed home with the residents at forefront of everything the support staff and management do.”

In this way the managers ensured all aspects of care and well-being of people were responded to. One person’s urgent mental health needs were raised as a concern and regular review with the mental health team continues.

The provider cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care.

Staff talked about enjoying their work. All staff spoken with said they loved working with the people who lived or came for respite care at The Well House. Staff talked about having a connection with people a staff member said, “You can't help but just love them.” Another staff member said the best thing about working here was, “Getting to know people and knowing when you go home you've been part of making people happy that day.”

Staff told us they were well supported and were complimentary about the managers and their availability. Staff told us, “The culture here is supportive, you can talk to a manager, usually the deputy manager at any time, they are always there for you.”

Other staff told us they were supported to develop professionally and described additional training including diploma courses that they had been encouraged to undertake. Another staff member described how the managers had supported their well-being. Giving them flexible working hours around family commitments and sign posting them to advice on the pension schemes used.