White Hill House Residential Care Home

On this page

• Overview
• Person-centred Care
• Care provision, Integration and continuity
• Providing Information
• Listening to and involving people
• Equity in access
• Equity in experiences and outcomes
• Planning for the future

Responsive – this means we looked for evidence that the provider met people’s needs.

At our last assessment we rated this key question Requires Improvement. At this assessment the rating has changed to Good. This meant people’s needs were met through good organisation and delivery.

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 provider made sure people were at the centre of their care and treatment choices and they decided, in partnership with people, how to respond to any relevant changes in people’s needs.

People received individualised care and support from staff who knew them well. Support plans were detailed and person‑centred, outlining people’s strengths as well as the support required from staff and other services. For example, one person liked to help prepare the vegetables and staff supported them to do this. Plans were regularly reviewed and tailored to reflect each person’s unique needs and preferences. This enabled staff to support people in the way they wished and to help them lead full and active lives.

People were supported to ensure their personal preferences and needs were at the centre of their care. Staff demonstrated a caring approach and had a good understanding of what mattered most to people, which positively influenced the culture within the service. This meant people’s choices and experiences were helping to enhance their quality of life.

People told us they felt staff knew them. One person said, “I do think the staff are used to me. I do more now than when I started living here because I get encouragement and I like it.” People’s relatives told us they felt the staff knew people well and that they had been asked for detailed information about people’s likes and dislikes, as well as their life history. 

The provider understood the diverse health and care needs of people and their local communities, so care was joined-up, flexible and supported choice and continuity.

People were supported by a consistent team of staff who knew them well which meant that they were cared for by staff who understood them and their needs.

Staff understood how to escalate changes in these needs to ensure timely referrals were made to relevant health services. Effective processes were in place for making referrals and working collaboratively with other agencies, which helped to promote a consistent and coordinated approach to care.

People were able to access all communal areas of the service, particularly for social events. People and their families were invited to these events. One person said, “We had a Mad Hatters Tea Party at the weekend and were all given hats to wear, it was so much fun and my family came and joined in too. We were made to feel part of one big family.”

The provider supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs.

People's personal records were kept secure and confidential. Staff understood the need to respect people's privacy, including information held about them, in accordance with their human rights. Staff described how they checked with people before sharing information with relatives. Staff completed GDPR training, which supported them to handle personal data in accordance with the law.

The provider had an accessible information and communication policy, and accessible formats were available, such as larger print, if needed.

People’s communication and information needs were assessed on admission and recorded within their care plans. People and their relatives, where appropriate, had access to their care plans.

One relative said, “They [the provider] always make sure that my [relative] understands what is going on. They take time to explain things to [them] and use pictures if they need to.”

The provider made it easy for people to share feedback and ideas, or raise complaints about their care, treatment and support. Staff involved people in decisions about their care and told them what had changed as a result.

Complaints were recorded and investigated. The provider adhered to their duty of candour responsibilities. Records evidenced regular meetings were held with people to discuss the service.

A person told us, “I have no complaints. If I did have, I would see [deputy manager] and I know they would do something.”

A relative told us, “The staff listen to me, I feel that I can ask them anything.” Minutes from meetings with people showed that feedback was regularly sought from them which showed a transparent and honest approach to care delivery.

The provider made sure that people could access the care, support and treatment they needed when they needed it.

People’s needs were assessed before they moved to the service and when people’s needs changed, records showed staff had referred people for appropriate specialist support and advice. The provider had modified the first floor of the building and removed a step, which meant that the home was more accessible and safer for people.

There was an emergency plan in place which was detailed and meant that people would be protected from harm in an emergency.

Outside areas were accessible, although needed improvement. The provider was responsive to this need for change and was acting on it. People were escorted into the garden by staff and appropriate risk assessments were in place. There had been a garden party just prior to the visit which had included every person, their friends and relatives and all staff.

Staff and leaders actively listened to information about people who are most likely to experience inequality in experience or outcomes and tailored their care, support and treatment in response to this.

Staff were passionate about ensuring people’s care and treatment resulted in the best possible outcomes. Staff received training in equity, diversity and human rights to help them understand equality and address discrimination. Care plans included information about what was important to people, such as family relationships, social interests, and cultural or spiritual needs. Staff used this information to provide care that was fair and personalised.

People were supported to attend church services via links on electronic tablets should they wish to. This meant their religious beliefs were supported.

Relatives told us their family members were treated with respect and dignity. One relative said, “There is no discrimination there [White Hill House]. Everyone is treated well.”

People were supported to plan for important life changes, so they could have enough time to make informed decisions about their future, including at the end of their life.

Staff undertook training in end-of life care. People’s care plans were developed and reviewed with them in line with their wishes and preferences. Information about people’s resuscitation status was included within their care plans.

One professional said, “If my relative needed care, I would hope that they could move to White Hill House.”