Welbeck 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 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 using the service and their relatives spoke positively about the care provided. They consistently described staff as kind, caring and supportive. One person told us, “They are kind and respectful.” Staff explained they had developed positive and trusting relationships with people, and our observations confirmed warm, respectful and compassionate interactions between staff and people throughout the inspection.

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.

Care plans were personalised, based on people’s assessed needs, and regularly reviewed to ensure they remained up to date. Where people were unable to communicate verbally, staff used Makaton signs and pictorial prompts to support effective communication and promote involvement in daily decisions.

Staff provided care in line with people’s individual needs and preferences and demonstrated a good understanding of people’s likes, dislikes, routines and places they enjoyed. They were able to recognise signs of distress and responded appropriately to provide reassurance and support.

Care plans contained detailed information about people’s strengths, preferences, spiritual and cultural needs, and how they wished their care and support to be delivered. Staff understood their role in promoting equality and dignity and protecting people from discriminatory practices.

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing.
People were consistently supported to maintain their independence and have choice and control over their care. People told us staff encouraged them to be as independent as possible with daily tasks. Staff supported people to follow their own routines and make decisions that reflected their individual preferences.

Relatives confirmed that staff actively promoted independence and supported people to take part in activities both within the home and in the local community. The registered manager explained that people’s bedrooms were personalised to reflect their likes, interests and preferences, helping to create a homely and comfortable environment.

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.

We observed staff providing timely support when people required assistance. A relative told us staff were prompt with providing assistance where required adding, “They are quite good with accessing support with his needs.”

Staff were able to recognise and respond to signs of distress for people who were unable to communicate verbally, supporting them in ways that promoted comfort and reassurance.

People were supported to maintain important relationships with family and friends. For example, 1 person used a mobile phone to contact relatives and visited family regularly. Care plans reflected people’s choices, levels of independence and support needs, helping staff respond appropriately in the moment. Care records were reviewed regularly to ensure information about people’s needs remained accurate and up to date.

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

The registered manager recognised the importance of staff well-being. Staff spoke very highly of the registered manager, and a number of the staff team stated it was the best place they had ever worked. Staff received regular supervision from either the registered manager or the deputy manager. Staff felt the management team were approachable and were supportive in any situation. One staff member, told us, “I love it here. I like it is a small setting, more personalised for people. We are treated well. They support our wellbeing, always asked in supervisions how I am, if I need a day off to get energy up. I feel safe at work. We are supported for career progression”. The registered manager told us, “I listen to staff what they have to say. During supervision or they can bring concerns at any time.”

The registered manager acknowledged that, at times, staff whose first language was not English required additional support to fully understand documentation and processes. The provider responded positively by arranging for another manager to explain the purpose of forms and expectations in staff members’ first language. This ensured staff had a clear understanding of their responsibilities and helped minimise errors, promoting consistent, respectful and person‑centred care delivery.