Woodfield Care Home Limited

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 requires improvement. At this assessment the rating has changed to good.

This meant people were supported and treated with dignity and respect; and involved as partners in their care.

This service scored 70 (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 respect for their privacy and dignity. Staff treated colleagues from other organisations with kindness and respect.

We observed positive interactions between people and staff. People were addressed by their preferred names, and staff showed interest in their needs and preferences.

Staff gave examples where they offered people choice and people told us staff treated them with kindness and respect. A staff member told us, “Yes. If I go home and I've made someone smile, then I know I've done a good job.”

One relative told us, “Staff are always very caring, really love people, and show affection and warmth.”

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 felt that staff knew them well and the care they received met their needs.

People’s care plans were detailed and gave information about their likes, dislikes, hobbies and interests, and the people who were important to them.

Inspectors saw a schedule of activities available which was very varied and people had posters on their bedroom doors which included their name and information about themselves and their life history, which gave a personalised touch.

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 encouraged to be as independent as possible and make decisions about their daily life. Care plans documented people’s choices, for example their favourite foods, clothing and what activities they would like to participate in.

We saw where people lacked capacity to make some decisions about daily life staff still offered choice wherever possible.

One person explained to us their relative used to be a singer in a choir, so when the church choir visited, they asked to sing with them, which the person really enjoyed.

Another person told us their relative did not enjoy singers, so they chose to be moved to their bedroom at these times.

A staff member told us, “I always ask what a [person’s] preferences are around routines, such as washing.”. And another told us, “If we are doing an activity such as a puzzle, I let the person get on with it. I will ask if they need help, but if they don’t then I leave them to get on with it.”

The provider listened to and understood people’s needs, views and wishes. Staff responded to people’s needs promptly most of the time and acted to minimise any discomfort, concern or distress.

Provider audits showed positive call buzzer response times; however, we identified a person whose buzzer had been left out of reach. We raised this with the registered manager immediately, who took action to rectify, and produced lessons learnt to be shared with all staff.

People’s immediate needs were mainly responded to in a timely way. Staff were attentive and observed to respond promptly when people required support.

Staff understood how to recognise changes and escalate concerns to senior staff or healthcare professionals where necessary. This supported timely responses to changes in people’s health and wellbeing.

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

People were cared for by staff who were compassionate and supported in their roles.

Staff described positive relationships with colleagues and felt able to seek support from senior staff when needed. Leaders were described as approachable, which supported staff wellbeing and day to day working.

A staff member told us, “They’re great staff and we all get on. We are one big happy family. I don't call it Woodfield; I call it happy field."