Wendreth Court

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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

We observed staff showing kindness, patience, respect and compassion. One relative told us that they are asked to leave the room when their family member is being given personal care which shows that dignity is being preserved. We observed staff always knocking before entering a bedroom and we heard staff promoting independence and supporting people when required. People told us ‘I’ve settled in well; the staff are so caring’. Care plans included information on communication, people’s preferences, life history and favourite social activities. We observed and overheard staff offering people choices regarding activities and food and drink.

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.

People told us ‘I’ve settled in well, the staff are so caring’. One relative told us that they are asked to leave the room when their family member is given personal care which shows that dignity is being preserved. A relative told us 'I think the care here is exceptional, care concerned is very good, very good care.' Another relative said '[it's the] nicest home, staff are nice'.

Staff promoted people’s dignity. Staff told us they wanted people to be treated as they would want to be treated. For example, 1 member of staff told us, 'I would think about what I would like, and how I would want to be cared for and treated.' Another staff member said, 'We complete regular observations on [people], to make sure they are okay. If someone has been unwell, then we will increase the frequency of these observations.' Staff were passionate to promote the dignity of people. Staff told us of procedures they undertake prior to assisting people with personal care, such as closing doors and curtains. The registered manager told us 'I think we are all passionate and caring, driven by the right motivations'. They told us that they ask staff to always consider if they are respecting people's wishes and views and to reflect on their own experiences. They said, 'we all have people's best interests at heart, work for the residents, observe them daily, lots of respect for the team.' One senior carer told us '[the registered manager] is here to make an actual home, trying to make a home, a big family'.

We saw feedback from a local authority brokerage officer praising the registered manager for their response to new referrals. However, feedback from partners was limited due to them having minimal involvement with the care home so far.

Staff undertook their duties with kindness, compassion and they promoted people’s dignity. Staff knew people well, and we observed how staff were committed to welcoming new people to the care home and making their transition as comfortable as possible. This included introducing the person to other people who lived at the care home, making sure they were familiar with the environment and having key attention to detail in ensuring they had all the toiletries and belongings they needed. All staff at the care home addressed people by their chosen name, and good relationships between staff and people were evident. Staff were observed to speak about people in a kind and compassionate way during handovers and general communications. Staff knocked on bedroom doors before entering and spoke to people about things which mattered to the person, such as their family and personal history, likes and dislikes. Staff knew the importance of privacy; we observed staff closed bedroom doors and curtains where it was appropriate to do so.

People had no issues with the abilities of staff, freedom of choice or quality and variety of food. A person told us, ‘There’s a good choice for breakfast and always something I like for lunch’. People confirmed that they had input into their care plans and that their likes and dislikes had been included. Relatives told us that staff took into account their family member's preferences and got to know them well.

Staff recognised the importance of respecting and treating people as individuals. Staff showed us specific personalised tools that they use at the care home, this included a ‘this is me’ document which specifically captured what was important to people, their history, religious needs and likes and dislikes. Staff encouraged people to maintain their interests and hobbies. Staff told us 1 person had been supported to access audio books from a visiting library, staff told us this allowed the person to continue their interest in books when their physical needs had changed. Staff told us people were encouraged to maintain their own personal style of dressing. A visiting hairdresser and chiropodist also attended the care home. One staff member told us, 'We ask people how we can help them, and encourage choices.' The registered manager told us that they take into account people's cultural and religious needs. They gave examples of liaising with a Catholic Priest to support someone, providing cultural cuisines and celebrating different religious festivals.

People were respected as individuals. Staff communicated with people in a personalised way, this included adapting their communication style as needed, where people had specific sensory needs. We found this communication was appropriate and respectful. Staff encouraged people to have items of choice with them which gave them comfort. Staff respected people’s belongings and the importance they held. People’s bedrooms were personalised with items of their choice. These items included family photos, electrical devices and furniture. We observed staff offering alternative meal options to someone who didn't want the lunch dishes.

Assessments took into account people's religious, spiritual and cultural needs. Statements in care plans included ‘I am a Christian and belong to the salvation army group, I like to keep in touch with some of the people there and they will often come to visit’. Care plans included communication needs, personal preferences, life history information and people's favourite social activities. However, some care plans lacked detail about people's values, beliefs, favourite holidays, routines and traditions. Care plans included important information on how to ensure someone can express their needs. For example, they referred to staff giving people time to answer questions, using positive body language, hand holding, using picture cards and being on the same level as the person.

Relatives told us they attended meetings where they were told what was offered by the home. They said that their family member is always asked about personal care preferences, for example, whether they would prefer a bath or shower. People raised no issues with the abilities of staff, freedom of choice or quality and variety of food. One relative told us how staff were understanding of the needs of her family member by recognising the balance of promoting independence while providing gentle encouragement. One person told us there is a weekly timetable for activities and there is access to the garden. One relative said that there was a period of adjustment for her family member but they had family photographs from home to show staff. They said that staff will tell them about activities that their family member had taken part in. Relatives told us there were no restrictions on when they could visit and they were always made to feel welcome.

Staff told us people were able to receive visitors when they wish, and they were able to undertake activities of choice. For example, 1 staff member told us a person who was assisted with a specific activity at the time which was important to them. One staff member and the registered manager explained how people are supported to remain independent with their specific chosen tasks, and it is important to the person to maintain this level of independence. Staff shared specific examples where people were encouraged to remain independent with daily activities, with staff being available in the background to support them as needed. This included support with eating and drinking, and mobility.

We observed many examples of staff promoting the independence, choice and control people had, and were encouraged to have. Staff asked people how they would like to spend their time and offered choices to gain insight into their likes and dislikes. These included choices relating to activities, support times, meals, and the staff they would like to receive support from with specifics, such as health appointments, reviews and personal care. On the first assessment site visit we observed lunch and saw people offered choices, being supported when required and positive interactions.

During the site visits we observed head of department and clinical team meetings. These meetings were focused on the person, their holistic needs and wishes. The person was at the heart of the conversations which took place, and their choices were sought. Care plans included guidance for staff on how to effectively support people. For example in one care plan it said 'To ensure that [the person] is kept safe and treated with dignity and respect and encouraged to remain independent as much as possible. Staff should offer [the person] choices using simple terms. Staff should be mindful of this and offer [the person] the choice and opportunity to take part.' Another care plan said 'To promote independence and encourage [the person] to get back on their feet using their frame, ensuring they are kept safe at all times. To support [the person] to wear clothes of their choice and that are suitable for the weather.' An activities timetable was in place for weekdays with a variety of planned activities.

People told us ‘I needed to see the GP once and that was arranged quickly’. Another said, ‘The staff are good, we get checked on regularly and the bell gets answered quickly’. One person told us 'I get checked often and can ask for anything I need’. Relatives answered 'definitely' when we asked if staff were responsive to needs.

Staff told us there were enough staff to meet people’s immediate needs in a timely way. Staff told us they had access to call bells via technology which meant they were able to respond to people’s needs quickly. Furthermore, staff told us when people’s needs changed, they would increase the frequency of checks and support. The registered manager and staff had good awareness of people’s needs and wishes. This meant they were able to anticipate specific needs and respond accordingly. For example, the registered manager and staff told us of the importance of planning ahead, to ensure people are involved and able to share their wishes and what is important to them. The registered manager told us the systems in place for recording, monitoring and analysing incidents and that they were notified of any incidents on the electronic care planning system as well as verbally by staff. The registered manager advised that there was always management support available for staff with contact numbers in the treatment room.

Staff were responsive to people’s needs. Call bells were answered promptly, and people were regularly reviewed by staff. We observed staff worked in an unhurried manner, and anticipated people’s needs where they were known. Staff took time to speak with people and asked how they were. This led to staff having a greater understanding of the support needs of a person in that moment and allowed them to know how best to assist them with their needs.

Staff told us they felt safe at the care home and were confident in the support they received from other members of staff. For example, 1 staff member told us, 'Yes, I feel safe. We boost each other’s morale. Staff help each other and I feel confident knowing I have this backup.' Another staff member said, 'Everyone has welcomed me into the team. I have a really good feeling working here, and I wouldn’t be afraid to say if that was not the case. I work with a caring team, and I enjoy being here.' A further staff member said, 'I absolutely love it here. Everyone is so nice, [and] approachable. Coming to work is a joy, it doesn’t feel like work.' The registered manager told us, 'We are a good team, we bond together, we all help each other, we cheer each other up'. They said that 'we have employee of the month, we praise each other. We all make sure we do our part for the residents.' The registered manager told us about the system they have for staff to provide feedback when they clock in and out. Staff can report whether they had a good shift and any comments. The management can then follow any feedback up.

Staff team meeting minutes evidenced that staff felt comfortable raising concerns and sharing their views. We saw that all staff had regular, scheduled supervision sessions. Rotas showed that staff were not working excessive hours and consistent agency staff were used when required. Staff surveys had recently been completed and managers were reviewing the responses.