Walberton Place Care Home

On this page

• Overview
• Assessing needs
• Delivering evidence-based care and treatment
• How staff, teams and services work together
• Supporting people to live healthier lives
• Monitoring and improving outcomes
• Consent to care and treatment

Effective – this means we looked for evidence that people’s care, treatment and support achieved good outcomes and promoted a good quality of life, based on best available evidence.

At our last assessment we rated this key question good. At this assessment the rating has remained good.

This meant people’s outcomes were consistently good, and people’s feedback confirmed this.

This service scored 79 (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’s care and treatment was effective by assessing and reviewing their health, care, wellbeing and communication needs with them.
People’s needs were assessed at a 30-minute pre-assessment. Care plans were created from this initial meeting, combined with relevant information from social workers, GPs and others who were part of the person’s care, and then reassessed after 3 days. The family and the person were involved in planning. An electronic care system ensured all aspects of care and risk were considered and could be recorded. Care plans continued to be assessed, monitored and amended as required monthly, using a ‘resident of the day’ system. Senior carers were able to amend care plans as required if people’s needs changed. Staff understood the need to address and record risk assessments. A staff member told us, “I have personally led a choking risk assessment for a resident, contacted the GP, initiated a best interest process with the family and coordinated a speech and language therapy (SALT) referral through to outcome.”

The provider planned and delivered people’s care and treatment with them, including what was important and mattered to them. They did this in line with legislation and current evidence-based good practice and standards.
Care plans were person centred and detailed. They showed that people and their relatives had been involved in the discussions around the treatment and support needed. We saw evidence of personalised care ensuring people continued to experience things that were important to them. A staff member told us about a ‘Scottish’ day, which was implemented because a person had a wish to visit Scotland. While staff could not completely fulfil his wish, they ensured he experienced Scotland at home.
Where people needed support to avoid falls, there were clear risk assessments in place. For example, risk assessments for the use of bed rails. Some people at the home were living with dementia, and this could cause them to be distressed. Staff had clear guidance in the care plan to explain how to support the person in ways that would calm them. A staff member told us, “I remain calm, patient, and reassuring. I follow care plans and use de-escalation techniques such as distraction, reassurance, and understanding triggers. I seek support from colleagues if needed.”

The provider worked well across teams and services to support people. They made sure people only needed to tell their story once by sharing their assessment of needs when people moved between different services.
Staff worked well together, managing busy times at the service and ensuring they exchanged relevant information at each shift handover. A staff member told us, “Communication within the team is good. We attend daily handovers/meetings to share updates about residents, risks, and care needs to ensure continuity and safety.” Staff shared information with the local authority, the local safeguarding team, and other health care professionals when necessary. The registered manager notified CQC of any concerns and how the service planned to address people’s changed care needs. When people required more complex care than could be provided at Walberton Place Care Home, the registered manager liaised with families and the new home to ensure continuity of care. The electronic care plans and daily notes could be shared with other healthcare professionals if needed.

The provider consistently supported people to manage their health and wellbeing in ways that maximised their independence, choice and control.
Staff supported people to live healthier lives and, where possible, reduce their future needs for care and support.
The registered manager was extremely proactive and keen to ensure people enjoyed life at Walberton Place. The home had a cinema and activities room, as well as several dining areas and outdoor spaces. Staff supported and encouraged people to remain active and independent. A staff member told us about the home’s ‘Make a Wish’ scheme, where people were encouraged to share their wishes and staff endeavour to fulfil them. A person wanted to go to the theatre and staff accompanied them to see a show, another person wanted to experience the rides at a theme park, and staff were excited to go with them. Staff had organised swimming trips, and more simple aspirations such as birthday parties, trips to the beach and garden centres. A person told us, “I really enjoy the quizzes and activities they have here. The home has a lease of a minibus that comes once a month which I really enjoy. Yesterday went to [the supermarket] and the beach.”
A staff member said, “The vision of Walberton Place is to provide outstanding person-centred care that promotes dignity, independence and quality of life for every resident. I understand how this applies to my role every single day, from the way I speak to residents, to the care plans I write, to the decisions I make on the floor. I am committed to upholding these values in everything I do.” The support people received enabled them to regain independence. A person told us, “I am quite independent, but I was struggling with self-neglect so the carers have been very good at prompting me and getting me back into a routine to take with me when I go back home. I like the atmosphere here and everyone is very nice.”

The provider routinely monitored people’s care and treatment to continuously improve it. They ensured that outcomes were positive and consistent, and that they met both clinical expectations and the expectations of people themselves.
The registered manager and senior staff reviewed care plans every month. Team meetings gave staff opportunities to share information, including support that was working well and positive outcomes for people, to enable this to be incorporated in people’s care plans.
A staff member told us, “I have personally led a choking risk assessment for a resident, contacted the GP, initiated a best interest process with the family and coordinated a SALT referral through to outcome.”
People and their relatives found staff to be effective in the care they provided, saying they were polite and supportive. Lessons were learnt when things went wrong, and the registered manager told us the system of learning, not blaming, encouraged staff to share information which in turn led to improved care.
People’s life goals were recorded in care plans. A relative told us, “My family and I feel that grandma is safe and well cared for."

The provider told people about their rights around consent and respected these when delivering person-centred care and treatment.
Staff understood the need for people to consent to their treatment. We saw staff asking people their choices at meal times and during the day at the home. People were invited to activities, film shows, and meals, and were free to choose. Staff knocked on doors and asked before providing help to people. A person told us, “I never feel pressurised to do anything or feel rushed. The carers are always really friendly and caring.” And a staff member said, “I always knock before entering rooms, respect privacy during personal care, maintain confidentiality, and treat individuals with kindness and respect at all times.”