Care Outlook (New Larchwood)

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. This is the first assessment for this newly registered service. This key question has been rated Good. This meant people were supported and treated with dignity and respect; and involved as partners in their care.

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.

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. People told us staff were kind and caring.A person said, “The staff team are very good. Very friendly and helpful.” We observed kindness and compassion when staff interacted with people. External professionals spoke positively about working with staff.One professional said, “Staff have always been kind and approachable. The care staff I have observed are interactive with the clients and involve them in conversations. They approach the clients with offering choices and listening well to their wants and needs.”

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, culture and unique backgrounds and protected characteristics. People spoke positively about how staff treated them and valued their support and companionship offered. We observed staff treating people with respect and as individuals. A professional said, “Staff I have observed do treat the clients as individuals and understand their unique needs well.” Care plans were based around the needs of individuals and people had been involved in their care planning. Care plans included people’s communication needs, cultural and religious beliefs. Staff were knowledgeable about people’s individual needs and how to meet them. A staff member told us, “We know people’s interests and use them to support their wellbeing to have a good life.”

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing. People told us they had choice and control over their lives. They were able to socialise outside of their flats and in the local community. Staff were aware of people’s hobbies and lifestyle choices. A leader said, “People have access to activities such as our cinema, singing club and bingo and are supported to see family and friends.” Staff understood how to promote people’s independence. A person told us, “I am always encouraged to do what I can for myself.” A staff member said, “Care plans guide me on how to support people to understand and consent to their care. I help people make decisions by explaining things clearly, giving them choices, and allowing time and support so they can decide for themselves.” Care plans contained information about how people would like to be independent and what they could do themselves.

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. People told us staff knew them well and could recognise when they were struggling, unwell or needed extra support. A person said, “I have an alarm, they come quite quickly.” Care plans contained detailed guidance for staff on how to support people when they were distressed or when they needed personal space. Staff recognised changes to people’s needs and reported it to leaders. A leader said, “If a person was distressed in any way, we would visit them and try to find out why that person was distressed in the first place and if we could support them in finding a positive solution.” Leaders were responsive in taking actions and seeking support from external professionals where appropriate. The provider organised care flexibly to meet people’s changing needs, adjusting visit times and frequency when required.

The provider cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care. Staff told us they were supported professionally at work but also on a personal level.This included flexible working hours and shift preferences to promote their work life balance. Staff received ongoing training to help in their development to provide safe and effective care to people. Staff told us they were supported, and morale was good.One staff member said, “The service shows they value staff by supporting our wellbeing and creating a positive working environment. I am treated well at work, my breaks are respected, and my workload is manageable. If I raise any concerns, I feel listened to and supported, and solutions are always found.” The provider operated clear systems to promote staff safety and wellbeing. They had an out‑of‑hours support network to ensure staff always had access to a senior member of the team if they needed support.