Westerfield House Care Ltd

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 told us how they felt the staff were respectful in their interactions. This was confirmed in our observations. A person said, “They are all so lovely, come when I need them.” Another person said, “All staff here are gentle, nice calm feeling, like you they have a nice manner, it is very nice here.” We saw and heard caring interactions from staff, where people’s choices were listened to. For example, we heard a staff member speaking with a person, the staff member provided encouragement when the person was drinking. We observed a staff member tell a person how happy they were to have them back following a hospital stay. Staff spoke about the people they cared for in a caring and compassionate way.

People’s records guided staff in how to ensure people’s privacy and dignity was respected. We saw staff knocked on bedroom doors before entering.

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.

People’s care plans included a profile about the person, including what was important to them and the important people in their lives. There was also information in the care plans about people’s life history. This provided staff with an understanding of the person. People’s care plans were person centred and included their strengths and goals to be achieved in the care they received.

Records demonstrated staff made contact with people’s relatives, where required, this included keeping them updated in their family member’s wellbeing and asking if they were happy with the service provided.

There were no restrictions on relatives visiting their family members, however, relatives were requested to avoid protected mealtimes. The registered manager recognised when mealtimes was when relatives could visit, they were offered the opportunity to share a meal with their family member and shared an example of a relative who did this regularly. Some people went out with their family members for example for a meal or to undertake an activity in the community. In addition, people were supported to have visits and go out with their friends. A person told us they had a busy morning; they had gone into the community with their friend which they enjoyed. Another person said, “There are no restrictions. My [relatives] come every week.”

The registered manager told us all people got a birthday cake, this included catering for the specific dietary needs of the individual. The registered manager told us how each person received a personalised Christmas gift.

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 were in control of their own lives and their independence and decisions were respected. A person said, “The staff actively encourage independence.”Records and discussions with a member of the management team showed a person’s choice to self-administer a medicine was respected.

People received a positive and calm mealtime experience; people’s choices and independence were respected and staff assisted people with their permission and at a pace which suited them. A member of the catering staff told us they spoke with people about their preferences regarding meals and use their comments when preparing the menu. A person said, “There’s always two choices at lunchtime and if I want there’s alternatives like ham, egg and chips or an omelette. The kitchen staff are very good.” Another person told us, “The food’s fine…The choices are good but if you don’t fancy what’s on the menu, you can ask for something else. I choose to eat my meals in my room.”

A refrigerator in the dining room had glass doors so people could see inside them, there were drinks and yogurts which people could help themselves to. The registered manager told us these were also offered to people as well as other snacks, when people did not independently take them.

People’s bedrooms were personalised and reflected their individuality and choice. The registered manager told us how people had been consulted about the décor in shared areas, such as the shared bathroom, which had an assisted bath, which people could choose to use, as well as the shower in their ensuite.

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 and their representatives, where appropriate were involved in the planning of their care to ensure their views and wishes were respected.

Staff were available when people required assistance, and any requests for help were attended to promptly. Call bell response times were monitored; this was to ensure people’s requests for assistance when using the call bell were responded to promptly and any actions required taken. People had pressure mats where required and a choice of call bells in the form of pendants worn around their neck or worn on their wrist. Staff allocations ensured staff were deployed to meet people’s individual needs throughout each shift.

The provider had implemented headsets worn by the staff team, where staff could communicate with each other immediately should any concerns arise. Members of the management team also had access to the headsets. This supported the team to act straight away should support be required.

A person told us, “I don't like to be a bother, the staff come when I need them, they never make me feel I am a bother, they will do whatever I ask.” Another person told us. “I don’t use my buzzer very much, so when I do the staff come quite quickly.” Another said, “They’re pretty quick.”

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 felt supported by the provider and management team. This included the opportunity to advance in their career, by for example, acting in a senior role and being supported to undertake qualifications.

Staff were provided with a dedicated staff area which also consisted of a shower, changing area, and seating areas. Notices were posted in the staff room which staff could refer to relating to their wellbeing. This included information on how to access support such as domestic violence, pastoral care telephone line and stress in the workplace. Individual risk assessments were undertaken where required, including for staff who were pregnant.

The provider and management team shared examples where they had supported staff when this was needed, including in their personal lives.