Westward Care Home

We assessed the service against ‘Right support, right care, right culture’ guidance to make judgements about whether the provider guaranteed people with a learning disability and autistic people respect, equality, dignity, choices, independence and good access to local communities that most people take for granted.

People received the right support through comprehensive assessments and personalised care planning that clearly guided staff on how to meet people’s needs safely and effectively. Care plans were developed collaboratively with people, their relatives, healthcare professionals and staff. They were accurate, detailed and regularly reviewed, and included clear Mental Capacity Act and best‑interest documentation. People were well supported to attend health appointments with their hospital passports. This document helped hospital staff understand the person’s needs, communication, preferences, and health information.

The provider ensured staff were safe, skilled and suitable by maintaining robust recruitment practices, delivering ongoing training and offering regular supervision. Staffing levels were appropriate to keep people safe and to meet their needs consistently. Safety was a central focus, supported by strong safeguarding measures, detailed risk assessments, and effective incident analysis which drove learning and improvement. Well‑established processes around fire safety, infection prevention and safe recruitment further contributed to a secure environment.

People received the right care which was person‑centred and regularly reviewed to ensure it continued to meet their needs. Staff consistently sought consent before offering support, and people’s rights under the Mental Capacity Act 2005 were upheld in everyday practice. Care was delivered with kindness and compassion, with observations showing warm, respectful interactions and staff who understood what was important to each individual.

People were supported to maintain relationships, learn new skills and take part in a wide range of community activities and meaningful routines that enriched their daily lives. When individuals experienced distress, staff used personalised strategies and positive behaviour support approaches to provide reassurance and maintain wellbeing. Medicines were managed safely, underpinned by strong training, competency checks and clear PRN (when required) medication protocols,to ensure it was only used as a last resort. Staff referred people promptly to external health and social care professionals when needed.

The provider promoted the right culture. This was positive, open and inclusive. The views of people, families and staff were sought, welcomed and acted upon. People were enabled to contribute to their care planning in ways that suited their communication styles, and their communication support needs were well understood and consistently met. Staff worked closely with relatives and external professionals, with communication that was proactive, responsive and collaborative.

Leadership was strong, visible and grounded in clear values, with the registered manager demonstrating a detailed knowledge of each person and maintaining effective oversight of safety, quality and learning across the service. Staff reported feeling supported, valued and listened to, which contributed to a stable and positive team culture. Governance processes were clear and effective, ensuring consistently good standards of care, and strong partnership working was evident throughout the service.