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We are carrying out a review of quality at St Giles Hospice - Walsall. We will publish a report when our review is complete. Find out more about our inspection reports.

Inspection Summary

Overall summary & rating


Updated 21 December 2015

This inspection took place on 9 September 2015 and was unannounced.

St Giles Hospice - Walsall is a 12 bedded inpatient facility providing specialist palliative and end of life care for up to 12 people over the age of 18 who have cancer and other serious illnesses. People are able to receive care and treatment when they are too ill to remain living at home or to relieve their symptoms as well as on a respite basis. At the time of our inspection eight people were using the hospice service.

There was a registered manager in post. A registered manager is a person who has registered with the Care Quality Commission to manage the service. Like registered providers, they are ‘registered persons’. Registered persons have legal responsibility for meeting the requirements in the Health and Social Care Act 2008 and associated Regulations about how the service is run.

People were protected from harm and abuse due to the arrangements in place to make sure risks to people were reduced. Where people were at risk due to their health and physical needs these had been identified with measures put in place to help people to manage and reduce any known risks. Staff and volunteers had been suitably recruited and there were sufficient staff with a variety of skills to meet people’s individual needs and to respond flexibly to changes.

Staff received the training and support they needed and were highly motivated to perform their roles and deliver sustained high quality care. This included staff having the skills to effectively manage people’s medicines so that these were available and administered safely to people. People were extremely confident and positive about the abilities of staff to meet their individual needs in the right way and at the right time for them. The management team supported staff to undertake relevant research and development, to ensure best practice and make improvements in care when required so that it remained effective in meeting people’s needs.

People told us they were supported with their nutritional needs with the assistance of the chef. They checked people’s choices with them as they served meals which were both nutritious and presented in a way which met people’s needs so that they could enjoy their meals comfortably.

Staff were kind and thoughtful to people. People told us staff spent time listening to them, did not rush them, and did all they could to meet people’s individual wishes and requests. People’s individual needs were assessed and staff always encouraged people to make their own choices about their care and treatment. Where this was not possible issues of consent and decisions were made in people’s best interests by people who had the authority to do this.

People were treated as individuals and staff were motivated and committed to providing people with the best possible palliative and end of life care. Staff worked with people to enable them to live as full a life as possible and supported people in achieving their wishes with key comments from staff who believed they went the extra mile. People were supported to receive end of life care that met with their needs and wishes and to achieve a private, dignified and pain free death. People, their family members and staff were provided with the emotional and bereavement support they needed.

People were at the centre of the management and staff’s core values of personalised end of life care aimed to provide quality of care and life to all people. To achieve this staff formed close partnerships with external health and social care professionals, educators and national organisations involved with end of life care. This helped to ensure that people received the right care at the right time and knowledge was appropriately shared and used to influence best practice for people’s care. This included care and treatment planning to make sure it was inclusive to meet the diverse and changing care needs of the local population.

People and their family members, staff, board of trustees were actively informed and involved in developing the service. Their views were used to continuously inform service improvements and development and to influence the services people received so that these remained innovative, effective and raised quality where needed. The management team were developing the hospice services so that they were inclusive and responsive to the needs of all people including those people who may not have traditionally used hospice services.

There was a strong leadership team which listened and supported people who used the service and staff. Staff at all levels were involved in the quality checks where a varied range of methods were used to determine the quality and safety of people’s care and treatment to maintain improvements so that people received the best possible care. This included checking services people received against inventive recognised standards for end of life care. This is also reflected the recognition and achievements of good practice awards which promoted high quality, safe and advanced care and treatment for people who used the hospice services.

Inspection areas



Updated 21 December 2015

The service was safe. People were kept safe because there were sufficient staff to meet people’s assessed needs. Individual risk assessments were prepared for people and measures put in place to reduce the risks of harm. People medicines were stored, available and administered safely.



Updated 21 December 2015

The service was effective. People’s choices were respected and they were involved in decisions about their care and treatment. Staff had training and support to provide meet people’s needs effectively. People’s food preferences and any requirements around being supported to eat and drink. People were supported to access healthcare services when needed to promote their health and wellbeing.



Updated 21 December 2015

The service was caring. People were supported in a caring way with dignity, respect and kindness. People were supported to have choice and to be involved in all aspects of their care. People were treated with the utmost care and compassion and received a dignified and pain free end of life care and support.



Updated 21 December 2015

The service was responsive. People were enabled and encouraged to express their views and shape their support to reflect their own individuality. This included devising their own advanced care plans which recorded their end of life care preferences and choices so that care was responsive to their needs. Effective partnership working meant people’s care and treatment was inclusive, consistent, flexible and responsive to their needs. Feedback was sought from people who used or visited or had an interest in the service to monitor and improve the quality of care.



Updated 21 December 2015

The service was well led. People believed the service was well managed and they received high quality care which effectively met their needs. The leadership team and staff shared strong values and beliefs centred on offering a personalised service to each person to fulfil their wishes. There was a focus on continual improvement using research and best practice to ensure the services people received were creative, effective, safe and of a high quality.