Wynhill Lodge Short Breaks Service

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 good. At this assessment the rating has remained good. This meant people’s needs were met through good organisation and delivery.

This service scored 71 (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 ensured people were at the centre of their care and treatment and worked in partnership with them to respond to changes in their needs.

Although care plans were not always fully accurate, staff demonstrated good knowledge of people’s routines, likes, dislikes, and preferences. People told us staff supported them in ways that reflected their choices. One person told us, “I like to stay in my room and staff respect this.” Another person said, “I like to have a shower every day, and I get to have one. I then like to have breakfast.” A relative told us, “Staff know that [person] needs their routines and space and the things [person] likes to do like colouring and numbers.”

Where people were not able to verbally communicate with us to tell us their feedback, we observed staff understood their body language and communication sounds well. Staff were able to recognise their wishes and dislikes and respond appropriately. This meant people were supported in a person‑centred way that respected their choices, preferences, and communication needs.

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.

Professionals told us care was joined up and staff worked together. One professional told us, “When challenges arise whether relating to an individual’s needs or within the staff team the service responds with openness and teamwork. Staff work together to problem‑solve, support one another, and maintain continuity of care so that individuals’ days run as smoothly as possible. Managers also provide clear, hands‑on leadership when additional guidance or support is needed, helping strengthen professional practice and ensuring a consistent, person‑centred approach.” Staff told us people received continuity of care if they required a hospital admission. One staff member told us, “If an individual is admitted to hospital while staying at the service, their care continues to be supported by the team at Wynhill. Staff provide ongoing support across morning, afternoon and night shifts, ensuring continuity of care until the individual is discharged or their family returns and takes over care.”

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

People’s individual communication needs had been assessed and recorded within people’s care plans. These were well known to staff, who demonstrated a strong understanding of how people communicated. We observed staff took time to listen and respond appropriately, supporting people to express their views and preferences. People told us they received information in ways they could understand. One person said, “They have picture [food] menus so I can pick what I want to eat.” This meant people were supported to communicate effectively.

The provider had a process in place for people to raise complaints about their care, treatment, and support. This included a pre‑stay call system, where staff contacted people or their relatives before admission to gather feedback. However, feedback from people using the service, their relatives, and staff was not routinely sought. The registered manager told us they were in the process of introducing quality assurance questionnaires to gather this feedback. Complaints were logged and responded to appropriately. When things went wrong, the registered manager ensured the duty of candour was followed, and people received written responses outlining the actions taken.

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

People were supported to access care and treatment, including emergency care, when it was required. Records showed that appropriate action was taken to support people to obtain timely healthcare interventions. This meant people were able to access the care and treatment they needed without unnecessary delay, which helped to maintain their health and wellbeing.

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.We found people experienced equitable care that reflected their needs. Staff supported people to live their lives in their own way, respecting their lifestyle choices and religious beliefs, which helped promote positive outcomes.

People were supported to plan for important life changes, so they could have enough time to make informed decisions about their future. The service was not supporting any one on end-of-life care. However, staff had completed end of life care training and care plans contained clear details of what people wanted to happen in the event of an emergency.