Walberton Place 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 good. At this assessment the rating has remained 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.
Care plans included information from people and their families as well as appropriate health care professionals. Plans were reviewed and updated at least monthly, and dates of changes were documented. Staff understood that people could have fluctuating capacity, and care plans included information and guidance for staff. Where people were living with dementia and unable to make complex decisions about their care, there was guidance for staff to remind them to offer limited choices to help people remain involved in their care. A person told us, “I don't tend to take part in any activities, but they provide me with pictures to draw, and I like to walk around.”
 

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.
Appropriate health care professionals were included in people’s care plans and people were supported to continue to see friends and family. While family were asked to arrange a dentist for people, staff assisted people with oral hygiene and where people did not have family, staff would help organise dental treatment as needed. Pharmacists, social workers and GPs were involved in the oversight of peoples’ care.
Visiting was unrestricted. We spoke to a relative who was visiting with their dog. They told us the home was extremely welcoming, and they visited often.
People were supported to visit the local community, and the home invited local people to the home for monthly ‘fish and chips’ lunches and other inclusive events. For example, the home held a mother’s day event, and a birthday celebration for a person who turned 100 years old.

The provider supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs.
People were supported to make meal choices from a menu prepared by the chef. Each dining area had menus on the wall with images of the dishes for people who were living with dementia and might find simple text challenging.
A folder in the foyer contained information about past events and activities, including photographs. This enabled visitors to see what their friends and relatives had been doing and was a point of contact for reminiscing with people.
A regular newsletter was sent to relatives and friends via email to inform them of future events, as well as showcasing past activities. A person told us she was supported to speak to relatives who lived abroad, by phone.
However, one relative told us communication could be improved. They said, "The information we are told [about our relative] can be conflicting." Despite this, they said, “The carers are great, they give their time to have conversations with the residents, and it is a nice environment."

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.
The registered manager was very approachable and had an office near the entrance to the home. Administration staff and management staff were always available to speak to visitors. Staff told us they knew how to respond to any complaints or concerns raised with them. Various notice boards around the home contained information on the values of the home and who people could speak to with any issues or ideas. Photographs of staff with their names and responsibilities were on display. People were confident to talk to the registered manager, a person told us, “I have never had any issues since being here, but I feel I would be able to raise to management if I did.” A relative visiting a person at the home told us, “I have nothing to complain about. [My relative] is always clean and the home is lovely.”

The provider made sure that people could access the care, support and treatment they needed when they needed it.
People were able access care with support from care staff if necessary. Senior staff told us, “We have care plans detailing personal, cultural, social, and religious needs. I tailor care by respecting preferences, routines, and beliefs.” Staff knew to escalate concerns about peoples’ health and would call the emergency services if needed. A senior staff member told us, Carers come to me with concerns. Staff will tell me if someone’s mobility is not great. We will escalate, call 111 or an ambulance. Housekeeping staff also know to pass concerns on.” When emergency care was sought, the registered manager notified CQC as required and ensured care plans were reviewed and updated as necessary. Staff supported people to attend health care appointments. People were supported within the home by well trained, knowledgeable 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.
Care was person centred to ensure people all experienced positive outcomes. Care plans were updated frequently, and staff spoke with people and their relatives to ensure peoples’ care remained relevant and tailored to their wishes. A staff member told us, “After three days we recheck the details [on the care plan] are accurate. For example, mobility, preference of eating and waking times.” The home used a ‘Resident of the Day’ scheme to ensure no one was overlooked in care reviews. Some people at the home were living with dementia. Staff ensured people were included in decisions by explaining things clearly and using limited choices. We saw staff supporting people with dementia and using simple inclusive language during meal times and through out the day. Staff stayed with people while they ate to help them remain focussed on their meal.

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.
People were encouraged to talk about any goals they wanted to achieve before they died, and staff used a ‘Make a Wish’ scheme to help people attain these. The registered manager explained how they would plan with people and families if people needed to move to another home, for example, if they needed nursing care. Staff discussed and recorded peoples’ end of life plans. We saw care plans had information about peoples’ end of life wishes, for example if they wanted to avoid resuscitation. People had Recommended Summary Plan for Emergency Care and Treatment (ReSPECT) forms in place. These create a summary of personalised recommendations for a person’s clinical care in a future emergency in which they are not able to make decisions or express wishes. A staff member told us, “I understand that high-quality end-of-life care focuses on dignity, comfort, emotional support, and respecting individual wishes. The service works closely with healthcare professionals to ensure residents receive compassionate and dignified care.”