Wilford View Care Home

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 inspection we rated this key question requires improvement. At this inspection the rating has changed to outstanding. This meant people felt well-supported, cared for and were treated with dignity and respect.

This service scored 90 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The management team was exceptional at treating people with kindness, empathy and compassion and in how they respected people’s privacy and dignity. Staff always treated colleagues from other organisations with kindness and respect. The provider ethos stated, “At Wilford View, we genuinely care about the little things. Our staff team are committed to putting our residents first with everything we do to ensure quality care is given as well as maintaining their dignity.” We saw this was embedded throughout the service and evident during our inspection, People and their relatives told us the staff showed them kindness and empathy. One relative told us, “We find the staff very pleasant.” Whilst another person said, “Seeing the same faces of staff you know makes me feel safe.” Our inspection team were warmly welcomed by the whole staff team. The management team were keen to show us the improvements which had been made since our previous inspection. The management and staff team all showed confidence in their practice, and an openness when engaging in discussions.

The management team treated people and staff as individuals and were exceptional in how they made sure people’s care, support and treatment met people’s needs and preferences. The provider took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics. Equality and Diversity champions in the service worked on sharing best practice and developing overall staff knowledge, in order to better support people. This included information display boards, staff development including face to face training days, and activities which centred around protected equality characteristics. The service promoted awareness through different cultural events in the home, such as taster sessions of food from around the world. People were supported to celebrate differences and express themselves in the way they wished to. Through celebrating diversity within the service, the staff team showed a greater understanding of the needs and preferences of people. It also supported people to have more knowledge around religion and beliefs, created talking points and opportunities to nurture everyone’s values for others to acknowledge. This helped to foster a more inclusive environment where people and staff could feel safe, and where differences were celebrated. Staff used a range of alternative methods to communicate with people about their choices when they did not use verbal communication or did not speak English as a first language. Objects of reference, language skills amongst the staff team and flash cards were used to ensure people could communicate their needs. Care records included information on how either through verbal or non-verbal means people were able to refuse or give consent for specific decisions.

The management team promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing. People were treated with respect and kindness by a staff team who enabled people to make their own choices and decisions where they were able to. One person said, “I prefer to be in my room, and staff will wave and chat with me when they go past. I have my own routine, and it works for me.” People we spoke with told us they were encouraged to remain independent with hygiene and dressing where possible and make decisions on where to spend their time. One person said, “I can walk round by myself. I’m part of the furniture really.” Another person said, “Once I’m up, they [staff], allow me to choose where I want to be, if I want to stay in my room and decide where I want each meal.” People told us how staff supported them to remain as independent as possible. One person said, “I try and keep my independence by washing and dressing myself. I pull my bed covers up too, but the staff say I don’t need to worry about doing that. It’s habit though to make my bed.” Another person said, “It’s quite up to me when I’m ready to do something or decide where I go for meals.” Whilst another person said, “They [Staff] know my preferred times for going to bed or getting up.” People were addressed by their preferred names and pronouns, by staff who understood and respected them. One person preferred to be addressed as, “Mr [Surname]” and we saw staff were respectful of this at all times.

The management team listened to and understood people’s needs, views and wishes. Where any care concerns fell below the providers expected standards, management were prompt in their response to ensure improvements were made. We observed some poor experiences during the lunch service where some staff were ‘task focussed’. We shared with the management team to review. Management completed a comprehensive review of mealtime practices, adjusting dining arrangements for greater flexibility, providing enhanced staff training and dining observations. These measures were used to assess any risk or impact to people. Outcomes for people, staff and overall impact were robustly assessed to identify strengths and improvement. For example, while the use of dignity aprons was already in place, the management team recognised opportunities to implement them more thoughtfully and empathetically, ensuring people could feel respected and valued. The management teams’ responsiveness provided evidence of a robust approach to care experience improvements. People who were at risk of falls or requiring a high level of support from staff, were supported by staff who knew them well and understood their needs. One relative told us, “I feel my family member is safe, as the building is secure and there’s people here if they have a fall, so I’ve got peace of mind.” Where people could not communicate verbally, we observed genuine interactions between staff and people, which demonstrated relationships were caring and compassionate. This enabled staff to anticipate and meet people’s needs quickly and in ways that reduced and mitigated people’s discomfort and distress.

The management team always cared about and promoted the wellbeing of their staff and was exceptional at supporting and enabling staff to always deliver person-centred care. One staff member told us, “I feel very valued at Wilford View. If I have any concerns, I know that management are always there for me, whether that is work related or personal.” One member of the management team expressed their passion for providing high quality care. They told us, “We have a great team here. I would never expect the care staff to be carrying out a task which I wouldn’t be prepared to complete myself. I have worked in many roles here and understand the specific role requirements and pressures our team can face.” The registered manager led by example, showing a dedication towards people, their staff team and a genuine passion for improvement. They told us, “Our leadership team took the opportunity to visit each suite and department to share some initial reflections following your inspection and personally thank the staff for their ongoing hard work. For me as a manager, this was an incredibly positive and rewarding experience. I truly appreciated the feedback that made it possible to have that meaningful moment with the team.”