Woodfield 24 Care Services

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 good. At this assessment the rating has remained good. This meant people’s needs were met through good organisation and delivery.

This service scored 79 (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. Care was given at regular times and where changes were needed to accommodate people’s changing needs, staff worked together to meet their needs.People and relatives said care reflected people’s individual needs. Staff understood the importance of person-centred care and aimed to provide this. A staff member told us, “Assessment officers review each patient’s care plan every 2 weeks. Patients and their relatives are involved in these reviews. Staff are always updated with any changes with a text message to their work mobile, and patient’s profiles on the care planner app are also updated accordingly. If a patient is requiring a review sooner, staff or the patient or their family can request this, and an assessment officer will review them sooner.”

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.

Care records were appropriately stored in line with confidentiality and General Data Protection Regulation [GDPR] requirements. The [GDPR] is a law that sets out how organisations must handle personal data. It gives people more control over how their information is collected, used, stored, and shared. Staff had a sound understanding of maintaining confidentiality. People’s needs were clearly identified in their care plans and there were good links with health and care services.

The provider supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs. Care plans described how people preferred to communicate. They also described how staff should support people to promote effective communication. Information could be made available in various formats depending on people’s individual needs. Staff gave us various examples of how they adapted ways to enable person centred communication. One staff member said, “Woodfield 24 have large print available for patients with limited sight. We also have previously worked with charities, such as the Royal National Institute of Blind People, who provided guidance with making literature accessible for a patient who was partially sighted. There is a box in the care plan to specify any communication needs that the patient may have, so that all carers who care for the patient are aware and can communicate clearly with the patient. We are also able to work with our colleagues in [the local trust] to source specialist accessibility programmes and refer for specialist technology support.”

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 support. People and relatives knew how to seek advice or raise concerns and felt confident to do so. People told us they were listened to and had confidence in any problem being addressed.

A relative said, “I have all the contact numbers for people, and I know who to talk to.”

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

People received care and support at the times of their choosing. Staff were flexible and accommodated changes when people wanted this. A staff member said, “An examples of aids and adaptations to allow each patient to improve their quality of life are grab rails, ramps, raised toilet seats, alarms, walkers, frames, bath lifts, hoists and commodes. I feel some patients face barriers in accessing the correct healthcare they need and often experience delays in getting equipment put into place.We always provide a person-centred approach and try to remove barriers so patients and their families have the care and support needed. If I have any issues with a patient not having the correct equipment I would report this to management and they would escalate these concerns.” The registered manager undertook regular monitoring and reviews of people’s care needs to make sure care and support was provided to people at the times they wanted, in line with their choices and preferences.

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.

People's care and experience was tailored to meet their needs. Staff and leaders supported people to set goals to achieve their desired outcomes. Staff understood people’s right to receive care and support that met their individual needs. A staff member talked about their understanding of The Equality Act and Human Rights legislation and how it protects people from discrimination victimisation and harassment. The staff member said, “I haven't experienced discrimination in my workplace.”

The registered manager undertook regular monitoring and reviews to make sure information about people’s individual needs and wishes in relation to their protected characteristics was used to plan people’s care and support.

People were supported to plan for important life changes, including end-of-life care, enabling them to make informed decisions about their future. There were clear arrangements in place to gather information about each person’s individual needs and preferences for future care. The service provided end-of-life care for people on the fast-track pathway and worked in partnership with external professionals to ensure timely and appropriate support. Staff had completed relevant end-of-life training, including bespoke courses. They also accessed guidance from the palliative care and end-of-life teams when required.

One staff member said, “I had training in palliative care which gives a valuable insight into end-of-life. We deal with end-of-life patients on a daily basis.” Staff demonstrated a compassionate and person-centred approach, recognising the emotional needs of families as well as the individual. Another staff member told us, “For end-of-life care, we follow the person’s wishes and those of their family. We liaise with district nurses and focus on keeping the person comfortable and ensuring they are as pain-free as possible.” Staff described it as a privilege to support people at such a personal time and spoke of building meaningful relationships with individuals and their families.