Fylde and Wyre Short Break Services

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 85 (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.

Staff spoke about the people they supported with respect and compassion. A staff member said, “We support people how we would want a family member to be supported.” Another added, “It’s such a rewarding job. I enjoy the interactions with people and their different personalities.”

We observed positive interactions between staff and people during our inspection, with staff taking to time to talk to people about the things that were important to them. When asked if staff were kind and caring, people told us staff were, “Very, very good,” and “Nice.”

The provider treated people as individuals and was exceptional in how they made sure people’s care, support and treatment met people’s needs and preferences. The provider took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

Staff worked hard to understand people’s individualities before they met them, and ensured their welcome was warm and tailored to them as soon as they arrived.

Relatives confirmed staff took the time to get to know people which had resulted in positive outcomes. One relative said, “[Person] has some complex behaviours and staff needed to earn their trust. Staff have done this and are very, very good with [person]. I never have to drag [person] in which speaks volumes as if they don’t want to do something they won’t.” Another added, “We are getting there, [person] doesn’t like to be told things multiple times and [staff] have picked up on that.”

The registered manager had captured details of people’s needs and preferences, including their preferred routines, likes and dislikes and what mattered to them. There was information about what a bad day or a good day looked like for people, so staff understood when they needed to adjust their approach or the level of support people needed.

There was detailed information in people’s care plans, about how to communicate with people, including those who could not communicate verbally. We observed staff change their communication style from person to person, to enable them to fully engage in their day-to-day care.

The registered manager explained how the service promoted people’s abilities and helped them work towards their personal goals. For example, building new skills or enjoying new experiences. Their aspirations were discussed in annual person-centred planning meetings.

The provider was exceptional at promoting people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing. The provider did this, despite having relatively short periods of time within which to understand people’s abilities, goals and aspirations.

Staff encouraged people to maintain their independence during their stays, whilst also enabling people to enjoy a holiday experience if they preferred. We observed people being prompted to make their own drinks, unpack their bags or help with their laundry. A relative said, “[Staff] helped [person] more with cooking. Once a week they spend a couple of hours cooking. Now when they come home, they do it themselves.”

Volunteer roles had been introduced at the service, with 2 people regularly working with the housekeeper to improve their independent living skills. There was a photo of them displayed on the notice board, and they looked proud to have been involved in this role.

Staff supported people to access a wide range of onsite and offsite activities during their stay. One person told us, “It’s brilliant. I go out to the pub or the cinema and I like my takeaways. Sometimes I do arts and crafts or play on the game’s consoles.” The service worked closely with day centres and people’s personal assistants, so people could continue to attend their usual activities, if they wished.

People were encouraged to make friends at the service, with some stays being planned so those who knew each other well or enjoyed each other’s company could stay at the same time.

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.

There was a high ratio of staff at the service, so staff were able to intervene or redirect people quickly, minimising behaviours that communicated a need, emotion or distress.

Staff had a good understanding of the verbal and non-verbal cues which indicated people were in pain, and could tell us the actions they would take in response. For example, speaking to a relative or phoning 999.

Relatives confirmed staff knew people well and responded appropriately if people were unwell. A relative said, “If staff are unsure [person] may make noises, they will ring me up. Staff who know [person] will give them paracetamol or realise they are not eating well.” Another added, “A couple of times [staff] rang me saying, ‘[Person] doesn’t seem themselves.’ They pick it up straight away.”

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

Staff we spoke to felt well supported and valued by the provider and managers. A staff member said, “Managers have an open-door policy. The registered manager, I can go and speak to her in confidence if there’s an issue at home or [at work], they do listen and help. It’s a very good management team. [The provider] has support worker of the year which staff can be nominated for. The registered manager will do employee of the month every now and then.”

There were reasonable adjustments in place to help staff with underlying health conditions, or for those who required additional support. The registered manager could refer staff to the provider’s occupational health team or signpost to counselling services as required. There was a range of wellbeing resources in place and information about wellness, wellbeing and mental health was sent to staff periodically.