Wentworth Court Care Home

On this page

• Overview
• Person-centred Care
• Care provision, Integration and continuity
• Providing Information
• Listening to and involving people
• Equity in access
• Equity in experiences and outcomes
• Planning for the future

Responsive – this means we looked for evidence that the provider met people’s needs.
At our last assessment we rated this key question outstanding.

At this assessment the rating has changed to good. This meant, despite the shortfalls we identified on inspection, people’s needs were met.

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 made sure people were at the centre of their care and treatment choices and they decided, in partnership with people, how to respond to any relevant changes in people’s needs.

People generally received person centred care that reflected their preferences, and staff usually knew individuals well. Interactions were caring and respectful, and staff adapted support such as meals and personal care around people’s choices. Relatives mostly felt staff were kind and attentive and knew people well. One relative said, “They have got to know [my relative] well; I have given them lots of information and they have used it to bond with [my relative].” Another relative said, “There is a family page with pictures, and it is joyful to see that there is always something happening. They are always baking and celebrating birthdays, it is joyous… they have a real vocation.” Another relative said, “The staff are like friends, they address you and they really know your relative and consider them family. I can’t say enough, I would recommend this care home to anyone. they need rewarding for this they are amazing and [my family] share the same view.”

We shared with the provider where we identified information was missing in care plans, and the registered manager took immediate action to resolve. Overall, care plans were person-centred and described people’s support needs and preferences. This information ensured staff knew people well and provided care which was specific to them.

The provider understood the diverse health and care needs of people and their local communities, so care was joined-up, flexible and supported choice and continuity.

Staff demonstrated they understood the health and care needs of the people they were supporting. Handovers between nursing and care staff were structured and informative, helping the team respond to people’s changing needs. The registered manager said. “We have daily handovers [morning and evening]…for all staff including [maintenance], kitchen, domestic etc. Afterwards…we talk further about changes and then we update on [our software] so we can communicate and message internally. Changes are put in daily care notes and then communicated to seniors to share with all staff on shift. [This information is] included in the handover for several days...There is continuity across all days of the week.”

We received positive feedback from external professionals about how well the provider engaged with them. One professional said, “Communication between the care home and [ourselves] is consistently very good. Queries, whether clinical or administrative, are dealt with promptly and appropriately.”

The provider supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs.

People’s communication needs were assessed and described in their care plans. This gave staff information about any difficulties people had with their hearing or speech and how best to communicate with them.

Some relatives told us that routine updates could be improved. The registered manager was new in post, had recognised this as an area for improvement, and was planning to develop the day-to-day communication with family members.

However, people and relatives generally received information they needed in a clear and reassuring way. Staff explained care as they delivered it, and relatives mostly described good communication from nurses and managers, especially about health needs and medicines.

The provider made it easy for people to share feedback and ideas, or raise complaints about their care, treatment and support. Staff involved people in decisions about their care and told them what had changed as a result.

The provider had a complaints, suggestions and compliments policy in place to ensure that individual complaints were recorded and responded to. The registered manager told us they were developing their systems to ensure all complaints were effectively analysed and incorporated into service improvement processes.

Resident customer reviews were in place to capture people’s experience. Although, some of these were overdue the registered manager told us they were working towards ensuring these were reliably completed on a routine basis.

People and relatives told us they were aware of how to raise concerns or share their views about the service. One relative said, “They are very good at communicating things that happen…If I ask to see somebody to ask about [my relative], they are good about that. I feel it is best to make an appointment to see someone. On the whole, they do involve me in his care. They do as much as possible to involve me and I will get involved if I feel I ought to.” Another relative said, “They do involve me they are very communicative.”

The provider made sure that people could access the care, support and treatment they needed when they needed it.

Staff ensured people could access the care, support, and treatment they needed. People’s care needs were assessed before they moved into the service, so any adaptations or equipment required for their care were in place from the start.

People were able to access the care and services they needed, including input from GPs and specialist teams. Equality and diversity policies were in place to support equity in access for people using the service. A relative told us, “We are involved in reviewing the care plan and if we have concerns, we can meet with the GP as well, I know the nurses. If we need face to face to face or on the phone, we can’t ask for more.”

Staff and leaders actively listened to information about people who are most likely to experience inequality in experience or outcomes and tailored their care, support and treatment in response to this.

Staff were aware of people’s individual needs, including any protected characteristics under the Equality Act. Care plans included information about people’s interests and what was important to them. Staff completed training in equality and diversity to understand and reduce inequalities or prejudices that affected outcomes for people.

People were supported to plan for important life changes, so they could have enough time to make informed decisions about their future, including at the end of their life.

The provider received positive and powerful feedback of dignified, compassionate support during their family members final days of life. The provider had considered and planned ahead to support people with end of life care, and relative feedback corroborated this. Leaders spoke passionately about the importance of providing compassionate and dignified end of life care. The general manager told us, “People deserve to have a really good life, but equally it is important to have a really good death. It is really important that we do that bit right.” A professional told us, “Staff formed a beautifully powerful shield and paid their respects when I was in the home and someone sadly passed away.” One relative spoke about the staff approach and said, “You could not ask for any better.”

Staff had received training in death, dying and bereavement, and showed a compassion for people who they supported. The general manager said, “We have a minimum of 10 staff who go to funerals. We always ask the family if we can go and we attend in uniform and pay our respects.”