Webb 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 80 (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 created a very caring and supportive environment at Webb House that ensured people felt part of a group that cared for each other and could enjoy each other’s company. Staff developed a genuine trusting, caring and empathetic relationship with people.

People told us they were always treated kindly and respectfully. “Staff are my friends I trust them they are like family,” “They look after my privacy and dignity they always knock on the door,” “I am very happy and would not want to move, I know the staff and they know me.”

Relatives reflected on the homely environment and kind approach of staff they told us. “X is respected and believed, given plenty of time to process and understand things.” “She is kind and caring and I feel quite happy X is under her care with the other kind staff”. “X has a lovely room, and Webb House is a warm and welcoming home”.

We observed staff were important to people and expressions of caring were shown appropriately. For example, greetings that included a hug and embrace when appropriate. The managers described how these were important to some people and it was about ‘knowing each person’ and responding to individuals.

Privacy and dignity was given a high priority and rooms were seen as private spaces. The registered manager had recently identified some privacy concerns with the windows to the front of the property despite the use of blinds and net curtains. Privacy screening has now been fitted ensuring privacy but allowing people to have views as they wanted.

Staff had a good relationship with colleagues from other organisations and treated them with respect and in a professional way. Visting professionals were positive about staff approach and told us, “The residents always come first. My interactions have been informative when needed and fun at other times.”

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 were seen as unique individuals with different skills, abilities and preferences. Staff responded to each knowing and understanding them well. Each person had a keyworker who worked with people to tailor their care and support, recognising individuality and what was important to them. For example, one person had a particular way of remembering loved ones that had passed which included a visit to the seafront each new year.

Staff recognised people’s different personalities, what they liked to do and things that were unpleasant for them. This was particularly important for people who reacted to some stimulation that they did not like. A relative told us, “They know all about them, their likes and dislikes and they always include them in what they are doing.” People had different hobbies and interests, and these were reflected in how people spent their time. One person was talented at embroidery and staff supported them to follow this passion.

People were encouraged to set goals, and these were discussed with allocated key workers. People were able to plan and look forward to achieving something or enjoying an event.

People were supported to dress according to their own preference and staff supported people with their hair and appearance as they wanted. The managers told us how they were ensuring people’s clothing was respected and individual laundry bags had been purchased to support an individual approach.

We saw that new dining tables had been provided. These ensured improved accessibility and stability for people with a disability. However, for one person there were still some access problems. An individual approach that ensured suitable adaptations, provided an additional extension that looked the same, met this person’s needs and ensured their inclusion.

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and well-being.

People’s independence was given a high priority, and a variety of adaptations and equipment were used to enable people to be as independent as possible. For example, work surfaces in the kitchen were movable to ensure they were adaptable for people in wheelchairs. This ensured anyone was able to use the kitchen if they wanted.

People had different abilities and needs, and staff worked with people to respond to these. One person told us, “I wash my self independently and I like that. “A person requested a room change, and this move allowed a reorganisation of some personal items. The extra room provided had enabled them to complete more tasks on their own. For example, making their bed independently. This has improved their sense of well-being, and they told staff they are sleeping better.

Equipment provided included voice activated interfaces that supported people’s independence and choice. For example, some people loved music and could change what they wanted to listen to independently. The registered manager confirmed further use of this interface was planned to promote further independence. For example, talking diaries and weather reports saying what the weather would be like for a trip out or reminders to move to prevent skin damage.

Staff recognised how control, choice and independence was important to people and supported their level of well-being. They explored different ways of supporting this for example, people had been asked if they would like to undertake some tasks within the service. People had volunteered and enjoyed having responsibility to complete these independently. People received a payment in coffee vouchers for a local coffee shop that they liked to visit. A relative told us, “Some of the more able residents have been given little jobs/ tasks to do which is stimulating for them and gives them a sense of pride and belonging.”

Staff supported people to maintain important links with family and friends. For example, people often used mobile devices to keep in touch and staff ensured these were re-charged and in good working order. One person told us, “X (a staff member) helped me set up my laptop.” Visiting is encouraged and everyone coming to the service is made to feel very welcome. A relative told us, “They are happy for my family and I to come and make music and sing along with X and other residents who want to join in.”

People were supported and enabled to partake in a number of activities and entertainment of their own choice. People spoke about all they could do and what they enjoyed. One person said, “I am always so busy.” A relative said, “X is very happy here which is the main goal, and they ensure they go to their music club which they love.They also go on other trips, and they absolutely adored the pantomime they went to this Christmas.”

The provider was exceptional in how they 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.

All staff took account of people’s views, opinions and welfare at every opportunity. Through observation and records we saw there was constant communication and consultation taking account of how people were feeling and communicated.

One relative told us, “They treat X like a human being listen to any issue and drill down to find out what is making them angry or distressed. They have put in boundaries and explain things. When X came to the service, they were angry all the time, but they took the time and took the approach to understand why, and to respond.” X is now happy, there are less incidents and their level of engagement has improved.

Staff were skilled at recognising any factors that could trigger an emotional response and responded quickly. For example, additional 1-1 support for people was provided recently to support people’s emotional needs. Positive behaviour support plans were used to support staff with recognising and meeting people’s needs quickly and so reducing discomfort and distress for people.

Recently staff had noticed a person was leaning over when undertaking a hobby. Their sitting position was reviewed along with equipment to facilitate the hobby. A more appropriate chair and additional equipment was sourced following consultation and discussion with the person concerned. These changes had promoted their health and well-being.

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

Staff were very positive about the working environment and culture at the service. They told us they felt listened to and valued. Systems for staff support and development were in place. The organisation had a number of schemes to support the well-being of staff. For example, health benefits were available to staff that included support from a GP and mental health advice service, along with financial support with eyesight and dental treatment.

Staff complimented the managers who were available and approachable. One staff member recently promoted told us, “I feel really supported, the managers believed in me.” Another said “I feel very well supported by the Organisation, it’s a good company to work. I feel part of a good team, and the managers are always there for you so approachable.”

A staff member reflected on how important staff and people at the service were to them. “They are my friends here. I feel a sense of belonging here I feel less alone.”

The managers recognised the importance of staff well-being. The registered manager said, “If you have happy staff, you have happy people you support.” They had worked closely with them to ensure that they were listened to and had their views and ideas responded to. For example, staff told the managers that the office layout was not conducive to a good working environment and did not support confidentiality of records. This was responded to with a change to the layout with new desks and equipment to support use of the office and confidentiality of records. Staff were pleased with this upgrade and told us, “The manager has made some positive change lots of new ideas, she listens to people and staff then changes things to improve things.” Staff also raised concerns about the condition of the staff toilet. Contractors have been sourced to revamp and provide additional facilities, including those to support the changing of clothes and storage and provision of ladies’ hygiene products.