Walfinch Chiswick, Hammersmith & Kensington

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 encouraged, and supported by staff to be as independent as possible, and do things for themselves, as much as they wished, and could manage. Staff prioritised supporting them to have choice, control, and make decisions about how their support was provided, and have the best quality of life. This promoted their independence, confidence, promoted minimising social isolation. People and their relatives told us staff provided great care and support in a friendly way, paying attention to small details that made all the difference. Staff acknowledged people’s rights to privacy, dignity and confidentiality, and people said they felt respected. People said staff cared about them, were compassionate, and enthusiastic about the work they did, and people they cared for, and supported.

This service scored 95 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

People and their relatives said that staff treated them with dignity, great kindness, and compassion. They were listened to, and spoken to in a respectful way. Staff knew their preferences, wishes, life experiences, and incorporated this information into providing the best possible care they could, in the way people wished, and enjoyed. A person said, “We are treated with absolute dignity and respect.” A relative told us, “To be honest I do not know what I would have done without them the past year, they have been absolutely amazing. If meds need picking up or doctor visit, they think of things I haven’t even thought of and do it. I don’t know what I would have done without them to be honest.”

The management team, and staff told us people came first and were treated in a way that they would expect their own relatives to be treated. Staff told us people become part of our extended family, and we treat them accordingly. The provider gave us further evidence of how people were treated with kindness compassion, and dignity. One person had identified support and care needs around difficulty understanding words, issues with daily tasks, and social isolation and anxiety. Actions taken to combat these issues included incorporating visual aids around the home, encouraging social interaction, and a personalised communication, and collaborative care planning approach. The impact for the person using the service was that they experienced much improved social engagement, independence at home, enhanced confidence when communicating, and stronger family and carer collaboration.

Healthcare professionals whom encountered the staff working directly with people, as well as the management, said all staff whether working in pairs, or individually displayed great kindness, and compassion towards the people they were supporting. They always respected people's rights to dignity, and respect. This was also the feedback, they had received from people using the service, and their relatives. This also applied to the management team.

People and their relatives said that staff recognised them as individuals, their uniqueness, and supported people with compassion, and in the way they wished..

. A relative described how, “Mum is encouraged to do what she wants to do in her own flat. Walk around, keep walking into the bathroom, turn taps on, and she is able to do that. They make sure there are no trip hazards, she gets taken out as well. The carers [staff] understand the importance of mum going out and have persevered with challenges and are patient. When she gets out, she loves it. It can take 40-45 minutes to get her out or back in with lots of reassurance."

The staff and management team said they recognised people as individuals with support needs unique to them, and this was what delivering person centred care was based on. A staff member said, “Personal care is exactly that, it’s very personal, and that means people need time to get to know us and trust that we will treat them well, with respect and they will be more comfortable in our presence.” The provider gave us further evidence of how people were treated as individuals. One person had identified support and care needs around difficulty understanding words, issues with daily tasks, and social isolation and anxiety. Actions taken to address these issues included incorporating visual aids around the home, encouraging social interaction, and a personalised communication, and collaborative care planning approach. The impact for the person using the service was that they experienced much improved social engagement, independence at home, enhanced confidence when communicating, and stronger family and staff collaboration.

There were processes and systems that enabled people’s uniqueness to be recognised, and care delivered accordingly. The monitoring and feedback systems identified if this was taking place by tracking if person centred care was being provided. A healthcare professional told us, “the service provided is effective in meeting the needs of its clients. They take the time to understand the client's unique needs and requirements then tailor specific plans to meet their care requirements.” The provider introduced an initiative to encourage staff to go the extra mile. They were asked to think of small, meaningful gestures they could do to bring joy to people using the service on Valentine’s Day. Staff were encouraged to share photos and stories of their thoughtful actions, fostering a sense of community and celebration throughout the care team. Care workers who visited the office were greeted with a Valentine’s Day celebration, and the management team handed out flowers and chocolates to every care worker as a token of appreciation for their hard work and dedication. The impact for staff was that they were inspired by the opportunity to be part of something larger than their usual care routines, strengthening their sense of purpose and pride in their work. The recognition they received reinforced how much they are valued as part of the west London home care family.

The management team told us they worked hard to support people to retain their independence by involving them in decision-making, and avoiding social isolation by sign posting them to activities, and organisations within the local community to maintain and promote relationships and networks. This was made easier by staff working in localised patches where possible in locations near to where they lived so they had local knowledge.

There were processes and systems to support people to have choice, control over, and make decisions about their care, treatment, and wellbeing. They were supported to understand their rights by using different communication techniques, and languages, if required and their understanding was regularly reviewed. The systems enabled people to maintain important relationships, and networks including friends, family and access to activities and the local community to promote and support their independence, health, and wellbeing.

People and their relatives told us the staff and management were very responsive to their immediate needs, and nothing was too much trouble. A relative told us, “They deal with all situations in a professional, calm, soothing, and attentive way.” Another relative said, “Always there in person or at the end of a phone. That is the type of support you need when things are going so smoothly.” The management team and staff provided assistance to the person’s family in arranging patient transport to a care home following the person having a fall, and being unable to continue living at home.

Staff said they knew the people they provided a service for well, and were aware of when they needed to contact relatives or the office. A staff member said, “It happens many times being in an emergency situation either for me or for my clients and they [management team] sort out really difficult situations for both, and to be honest very quickly and effectively.” Another staff member told us, “They [management team] are focused on providing high-quality care. They ensure that staff have the resources they need to do their job. The leadership also prioritizes the well-being of clients, making sure that they are supported and cared for.”

Staff told us they were very happy working for the service, and received excellent support from the management team, who operated an open door policy, and went to great lengths to make themselves available to them. Their self-development was encouraged, and supported with opportunities made available, and a culture of internal promotion. They were comfortable discussing any difficulties they were having with the registered manager and office team, and confident that they would receive the support they needed. A staff member told us, “Our registered manager and office team are amazing. Always there for us with advice and work above and beyond.” Another staff member said, “The registered manager is always available and responds quickly if I need help.”

There were systems, counter checks, and policies and procedures in place to promote and enable staff well-being, which were accessible to them.The provider gave us an example where a member of staff was supported in their role to further develop professionally and to build confidence, encouraged to balance career aspirations with family life, and given opportunities for career progression to senior roles.