Walfinch Chiswick, Hammersmith & Kensington

On this page

• Overview
• Shared direction and culture
• Capable, compassionate and inclusive leaders
• Freedom to speak up
• Workforce equality, diversity and inclusion
• Governance, management and sustainability
• Partnerships and communities
• Learning, improvement and innovation

The provider had a very open, honest culture that was responsive, and positive with a management structure that was clearly set out, and available to people using the service, and staff. The vision and values were clear, and easy to understand. Staff understood, followed them, and were aware of their responsibilities and accountability. People, their relatives, and staff said the management style was very positive, approachable, contactable, and professional. They felt valued, and were comfortable raising any concerns they may have. Staff said this approach made them confident, and enabled them to take responsibility for their own conduct. The service quality was frequently, and thoroughly reviewed, and any required changes made to improve the care and support people received. This was conducted in a way that best suited people. The provider had established effective professional working relationships that promoted integrated, joined up working, both internally, and externally to meet people’s needs including those outside its remit.

Staff were actively encouraged to contribute ideas, and suggestions to make improvements to the service, staff wellbeing, and for people using the service, individually, and overall. These contributions were recognised, and staff felt valued members of the service.

This service scored 93 (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 had a clearly identified direction and culture that they shared within the organisation. The vision and values were developed and revisited through a structured planning process. The culture was positive, compassionate, listening, and promoted trust and understanding between the organisation, people using the service, and staff. The management team had a well-developed understanding of equality, diversity, and human rights, and prioritised safe, high-quality, care. Equality and diversity were actively promoted, and the causes of any workforce inequality identified, and action taken to address them.

The provider processes and systems promoted a shared direction and culture. This enabled staff at all levels to understand the shared vision, values, and strategy and how their roles helped in achieving them. They were developed through a structured planning process in collaboration with people, staff, and external partners. The processes enabled a well-developed understanding of equality, diversity, and human rights, and they prioritised safe, high-quality, compassionate care.

The management team was experienced, and demonstrated a thorough knowledge of the quality standards and outcomes for people using the service. This included areas such as quality measuring systems, inclusive recruitment, safe practices, and providing an effective service. The staff feedback regarding the management of the service was very positive. A staff member told us, “We [staff] come from a variety of different backgrounds, cultures, and are all made to feel equal, important members of the team. This is what makes us work so well together providing the best care, and support we can, as a team.” Another staff member said, “My [registered] manager is very supportive, the whole team is at Walfinch. There is always someone available to help with any concerns and give me the support I need. This I feel contributes a lot in terms of staff morale.” A further staff member commented, “Excellent communication with Registered Manager. If I have any issues and need immediate help then I am safe in the knowledge that they will help me.”

The provider processes were electronic, and contained the required, up to date documentation and information to enable staff to meet people’s needs very efficiently, and support them in a caring, friendly, and compassionate way. The management team frequently updated staff after reviewing the available information, in a clear, and understandable way.

The management team said that everyone worked in an open, honest, and transparent atmosphere. Staff were empowered to drive improvement, and encouraged to raise concerns and the value of doing so was promoted and recognised. This was confirmed by staff feedback. A staff member said, “The Registered Manager is particularly good at communicating, and keeping us up to date. If I have any problems, they are always there to help, and guide me.” A further staff member commented, “The organisation is well-led, with good communication, clear guidance, treats me fairly and makes me feel valued.” The impact of this for people using the service, and staff was that communication was excellent between everyone. People knew what to expect, and staff understood what was expected of them. This meant care and support was delivered to a very high standard, and people had their needs met, in the way they wished.

The provider processes, procedures and systems encouraged openness, honesty, and transparency. Staff were empowered to drive improvement, by these systems, and encouraged to raise concerns and the value of doing so was promoted.

The management team provided effective and initiative-taking ways to engage with and involve staff, with a focus on hearing their voices. This included rewards for contributions made such as vouchers, afternoon teas for the branch, small gifts for positive feedback from people, and their relatives, and social events such as pizza nights, summer picnics, and winter and Christmas social events. These empowered staff to contribute to a more equitable and inclusive organisation. The management team kept the organisation’s culture under review to continually improve in the context of equality, diversity, and inclusion. If there were disparities in the experience of staff with protected equality characteristics, or from other excluded and marginalised groups, they were monitored to evaluate their impact, and appropriate action taken. A relative told us, that the person using the service had complex dementia needs. They had devised a do and don’t action list with regular staff so that everyone understood what actions, and type of communication would elicit different positive, and negative responses. This was shared by staff so that everyone was aware. The relative told us that as a result the person was much calmer, less anxious, and interacting. The relative said, “The staff have really taken it on board, huge improvements in her behaviour, and she is more relaxed which is great.”

The provider processes removed bias from practices to ensure equality of opportunity and experience in the workforce, and policies reviews tackled structural and institutional discrimination and bias to achieve a fair culture for all, and prevent and address bullying and harassment.

The provider was aware of their responsibilities regarding duty of candour. The management team and staff clearly understood their roles and its importance. The management team were acutely aware of the importance of being transparent in everything they did, and this was passed on to staff by being supportive, and available when required. Staff were frequently updated with practical information not only about people using the service but also topics such as keeping safe, and dementia care.

A relative told us, “The administration is excellent. Very prompt,, flexible, with care staff who are very efficient whilst being friendly.” The provider processes and systems stored people's risk assessments, care plans, and daily logs. Data was robustly stored, and that collected was collated and used to update and improve the service provided. Any areas needing improvement were then addressed. A relative told us, “Recently, I raised a concern, and it was dealt with straight away. I emailed for someone to call me, [The registered manager] called me straight back, and it was quickly resolved.” There were thorough audits, and the complaints system was regularly monitored and enabled staff and the provider to learn from and improve the service. People, their relatives and staff provided regular feedback to identify if people were receiving the care and support, they needed.

People and their relatives said, the provider sign posted them to other organisations that may be able to support people to maintain, and achieve further independence outside the service provided, and to prevent and minimise social isolation. This helped to improve people's quality of life and promote their social inclusion. To this end the service was involved with and inputs to a community based dementia inclusion project that is being rolled out. The impact of this was that people were re-introduced into their local community, their quality of life was improved immensely, and the possibility of social isolation greatly reduced. The service celebrated special days with people such as their birthdays, Christmas, and when doing welfare visits, sometimes taking them out for a coffee or something to eat. Any changes to people's health, medical conditions, or general welfare were appropriately shared with healthcare professionals, and recorded in their care plans.

Partners told us that the provider was very proactive in sign posting and supporting people and their relatives to other organisations that may be able to support them to maintain, and achieve further independence outside the service provided, and prevent and minimise social isolation. This helped to improve people's quality of life, and promote their social inclusion. A health care professional said, “There’s something different about this organisation with not only their commitment to people using the service, but also for others to be included in the community itself.”

Partners said the service was very committed to positively contributing to the Dementia Action Alliance in conjunction with the local authority, and community based businesses. It hosted a community event to promote people’s knowledge of dementia, and highlight the support, services, and products available locally, and nationally. The registered manager also gave presentations regarding caring for people with dementia, and how to keep your brain healthy.

The provider processes promoted, and maintained good working relationships with other external healthcare services to provide integrated care that met people’s support needs and enabled them to live as independently as possible, keep healthy and receive the ongoing healthcare support they required. Staff reported any health care concerns to the management team who alerted appropriate health care professionals. They also supported people to access community-based health care professionals, such as district nurses and to refer themselves to health care services, such as their GP, to maintain and promote continuing independence through joined up healthcare.

The management team and staff were aware of how they could contribute to making improvements, particularly by enabling people and their relatives to be involved by giving feedback. Staff were encouraged to put forward improvement ideas and those we spoke with said they trusted the management team to listen and act.

There were systems and processes in place to promote, and support learning, improvement, and innovation. The complaints system was regularly monitored and enabled staff and the provider to learn from and improve the service. People, their relatives and staff provided regular feedback to identify if people were receiving the care and support, they needed.