Chetwynd House

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 treated people with kindness, empathy and compassion and respected their privacy and dignity. Staff treated colleagues from other organisations with kindness and respect. A person living at the home said, “I think it is marvellous here they are lovely.” Another person said, “People and staff are very friendly and welcoming here.” Throughout the assessment day we observed staff socialising and supporting people in their chosen way. This created a warm and welcoming environment in the home. People were observed to be at ease with staff and were supported with dignity and compassion when they requested support with things such as personal care.

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. A person we spoke with said, “Staff know me well, they definitely know what I like.”

Care plans detailed people’s needs and preferences. For example, information relating to a person’s culture and religious needs were detailed within their care plan. This provided staff with accurate information to ensure people’s individual needs were met. The activities coordinators knew people well and designed and delivered activities in line with people’s interests. People and staff praised the provider for facilitating competitions across the providers homes. For, example, we observed a large group of people practicing for the Christmas choir and others decorating pumpkins for Halloween ready for the competitions.

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing. People and their relatives told us they were offered choice in how they wished to spend their time. Staff promoted people’s independence and respected their choices. Staff supported people to undertake activities of their choosing. Staff said they offered a variety of social opportunities including offering 1:1 support to people who prefer to stay in their bedroom. Staff and people spoke about how the provider had a wishing well project where people could make in a wish. Through this people had been supported to participate once in lifetime activities such as helicopter rides and trips abroad funded by the provider.

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 told us staff know them well and responded quickly whenever they asked for help. One person said, “Staff know my routine now, but I can choose when I get up and go to bed and if I need staff I never have to wait long.” Another person said, “I can have a shower whenever I want and staff support me, I am never made to wait.”

Despite recent management changes and challenges, staff said the provider cared about and promoted the wellbeing of staff and supported and enabled staff to always deliver person-centred care. Staff meetings took place frequently to ensure staff were supported. Staff we spoke with praised the relief manager for their care standard and level of support. One staff member said, “The [relief] manager is great, they are constantly visible on the floor, supporting people and staff. They help with care and show us practical ways to improve and deliver person centred care, it finally feels like true teamwork again.” The senior management team operated an out of hours on call system, so staff had support if needed 24 hours a day 7 days a week.