Whiston Hall

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

Mealtime experience was poor. People sat in dining room a while before getting meals. Most people did not eat their meal. People told us the chicken was tough and burned. There was a reduced choice for people who required a pureed diet. Therefore, people did not always experience the same outcome. The new manager was in the process of introducing a hydration station so people had more access to fluids. People had access to healthcare professionals and care plans were updated with guidance and advice.

This service scored 67 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

People’s needs were assessed, and care and support delivered in line with them. People told us staff listened to them and they felt involved in their care. Some people shared details of all the different healthcare professionals involved in their care.

Staff and leaders told us people’s needs were assessed and care delivered in line with them. Staff told us care documents were updated regularly so they knew people’s current needs. One staff member said, “At handover any changes are communicated to us such as any changes in moving and handling techniques or equipment."

People's needs were assessed, and care delivered in line with them. However, care plans required further work to ensure information was detailed enough to provide care to people in line with their preferences.

We received mixed views regarding meals provided at the home. One person said, "The food is fantastic; it’s varied with lovely dinners and sometimes I have 3 helpings of pudding." Another person said, "The meals are not fresh, and the vegetables are over cooked. The menu has a lot of pasta and sausage. If you want a drink staff tell you to wait until the trolley comes round." Another person said, " At teatime we have sandwiches everyday, we used to have toasties and something different. You can only have 2 sandwiches and you can only have a drink from the trolley. They say you can have alternate meals, but it doesn’t happen.”

Staff and leaders told us people’s needs were assessed and care delivered in line with them. Staff told us care documents were updated regularly so they knew people’s current needs. One staff member said, “At handover any changes are communicated to us such as any changes in moving and handling techniques or equipment.” The management team acknowledge there were some improvements required to the dining experience.

Audits were in place to monitor mealtime experiences, however they had not been effective in identifying improvements.

People told us staff worked together well to ensure their needs were met.

Staff told us they worked well together to ensure people’s needs were met in a safe way. One staff member said, “We have enough staff and would inform the manager if we were struggling to get things done.” Staff felt they worked well as a team to ensure people received good care and support. One staff member said, “There’s a great sense of teamwork, we all work well together.”

The local authority had recently carried out a review of the service with an outcome of good. There are some domains that were rated requires improvement, which included involvement and information, consent, management of medicines and staff support. The provider had implemented an action plan to address these concerns.

Some people required the input of other professionals, such as dietician, and chiropodist. Referrals had been made in a timely way and staff worked alongside healthcare professionals to ensure appropriate care was delivered.

One person said, "I needed to go to hospital and staff got an ambulance.” People and relatives told us referrals to healthcare professional were made appropriately. One relative said, "There’s a problem at the doctors and prescriptions and not sorted and the people here have to chase."

Staff and leaders told us people’s needs were assessed and care delivered in line with them. Staff told us care documents were updated regularly so they knew people’s current needs. One staff member said, “At handover any changes are communicated to us such as any changes in moving and handling techniques or equipment.” The management team acknowledge there were some improvements required to the dining experience.

Some people required the input of other professionals, such as dietician and chiropodist. Staff worked alongside healthcare professionals to ensure peo0ple recieved appropriate care and support.

One person said, "I needed to go to hospital and staff got an ambulance.” People and relatives told us referrals to healthcare professional were made appropriately. One relative said, "There’s a problem at the doctors and prescriptions and not sorted and the people here have to chase."

Staff and leaders said people’s needs were assessed and care delivered in line with them. Staff told us care documents were updated regularly so they knew people’s current needs. One staff member said, “At handover any changes are communicated to us such as any changes in moving and handling techniques or equipment.” The management team acknowledge there were some improvements required to the dining experience.

People were supported to access healthcare professionals when required.

People told us they felt involved in their care and complimented the staff. “There is nothing too much trouble and you can have a laugh and joke with them. I treat them as friends; well, they are my friends. They always knock and call my name.” Another person said, “They are very helpful and happy.” A relative said, “The manager is very visible and approachable, and he wants the best for everyone. He knows it could be better. It needs money spending. All the staff want to help to the best of their ability. The activity lady lifts the spirits of staff. The deputy is always around and is very approachable.”

Staff and leaders told us processes were in place to ensure people gave consent to their care. Staff told us they explained tasks such as using the hoist, so people knew what was happening and what to expect. One staff member said, “People need some reassurance sometimes, especially when using the hoist.”

The management team understood their responsibility to refer any safeguarding matters to the appropriate agencies. The service had policies and procedures in relation to the Mental Capacity Act (MCA) 2005 and Deprivation of Liberty Safeguards (DoLS). The service was aware of the need to and had submitted applications for people to assess and authorise that any restrictions in place were in the best interests of the person.