Woodside Grange Care Home

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• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

The service was caring and has been rated good. People at the service were treated with kindness, dignity and respect. Staff understood person-centered care and demonstrated how people were given choice and control in their lives.

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 atmosphere was very homely, we observed nothing but positive interactions between people and staff. It was clear staff treated people with kindness and affection. People told us they felt staff listened to them and understood not only their needs, but their preferences too. People were able to maintain important relationships with family and friends. A relative told us, "I come every day, and the home is no problem, they were getting [person] up early and I spoke to the manager and they don’t do that anymore."

Feedback from staff and leaders confirmed staff knew and understood the people they supported, including their preferences, wishes, personal histories and backgrounds. One staff member said, "I think its so important to build good relationships with people living here, it’s their home and we are just here to support them in whatever way they need."

Feedback from an external healthcare partner described staff as being ‘caring and understanding of people and wanting to improve care as much as they can.’

We saw examples during the inspection where staff promoted people’s choices; people were asked what they would prefer to do and what type of food or drink they wanted. There were always options provided and if the options weren’t preferred then staff would do everything, they could to accommodate any requests. People's choices and preferences about how they wanted to be cared for were recorded in their care plans. They also included people’s skills and what they’re able to do for themselves.

People’s experience confirmed staff treated them as individuals and that their preferences for care and support were listened to and acted upon. One person said, "Staff have tried my door a few times, but now they know I prefer to have it shut."

Staff and management confirmed people’s individual needs and preferences were understood and were reflected in their care, treatment and support. The area manager explained how care plans were in the process of becoming digitalised which meant the information for each person could be clearer and more person-centred.

We observed people being supported by staff in a way which met their unique needs. We observed staff assisting a person to walk down the corridor and around the communal areas, this person had mobility difficulties but wanted to remain as active as they could.

Processes were in place to help ensure people’s communication needs were met to enable them to engage in their care, treatment and support to maximise their experience and outcomes. People’s care plans contained a plan of care detailing how that person best communicated with staff. Care plans also contained information about peoples’ personal, cultural, religious needs. This helped to ensure people's individual needs and wishes were respected.

People’s experience confirmed staff respected their independence and they could make day to day decisions. Staff respected what people could do for themselves and supported them when needed.

The management team confirmed people had choice and control over their own care and were empowered to make decisions about their care. They told us how important it was for staff to ‘give as much choice to people as we can’ with regards to their care and support.

We saw that using a variety of suitable equipment to meet people’s needs, such as wheelchairs, walking frames, and lifting hoists, maximised people's independence. We observed people being communicated with in a way they understood. Staff sat close to people when speaking with them and maintained eye contact.

Processes were in place to help ensure the care and support people received reflected their needs and their right to choose. People’s care records promoted their independence, helping to ensure people were cared for and supported in a dignified way.

People’s experience confirmed staff treated their needs, views, wishes and comfort as a priority. One relative said, "I feel [person] is safe here and their needs are met. There’s not always enough staff to do one to one for those with challenging behaviour, but I feel they really care people and are trained well."

Staff told us they felt the staff levels were sufficient enough to be able to respond to people’s needs in a timely way.

Staff worked calmly within the home, people were supported in a timely way and with the necessary methods that still enabled them to be as independent as possible.

Staff told us they felt supported by the registered manager and the management team, one staff member said, "Things have turned around in the last year, we are more listened to and there’s an open-door policy which has made us feel more like a team rather than a hierarchy."

Processes were in place to help ensure people’s experience of the service was driven by a culture that normalised good well-being through inclusivity, active listening, and open conversations. The registered manager regularly collated feedback from staff in the form of surveys, and supervision and appraisal processes. Staff were also encouraged during team meetings to feedback any outstanding issues.