Westerfield House Care Ltd

“People were involved in assessments of their needs, and these were used to inform care plans, which were kept under review. Care was based on latest evidence and good practice. Staff worked with agencies involved in people’s care for the best outcomes and smooth transitions when moving services. Staff monitored people’s health to support healthy living, including ensuring people had enough to eat and drink. Staff made sure people understood their care and treatment to enable them to give informed consent.”

“Staff treated people with kindness and compassion and protected their privacy and dignity. They treated them as individuals and supported their preferences. Staff responded to people in a timely way. The provider supported staff wellbeing.”

“People’s care records included guidance for staff in how their person-centred care was to be provided. The service was easy to access and worked to eliminate discrimination. People’s preferences were sought and documented, including their end-of-life decisions. There was a complaints procedure in place and concerns were investigated, responded to and used to improve the service.”

“Leaders and staff had a shared vision and culture based on listening, learning and trust. Leaders were visible, knowledgeable and supportive, helping staff develop in their roles. Staff understood their roles and responsibilities and felt supported to give feedback. Managers worked with the local community to deliver the best possible care and were receptive to new ideas. There was a culture of continuous improvement with staff given time and resources to try new ideas.”