Walberton Place Care Home

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• Overview
• Shared direction and culture
• Capable, compassionate and inclusive leaders
• Freedom to speak up
• Workforce equality, diversity and inclusion
• Governance, management and sustainability
• Partnerships and communities
• Learning, improvement and innovation

There were improvements in the culture, leadership and governance of the service. However, the provider’s systems had not identified a failure to consider the needs of a person with learning disabilities in line with the values of Right support, right care, right culture. People, their relatives and staff all spoke highly of the new registered manager and the leadership of the service. A relative said, “There have been significant improvements. A deputy manager has been appointed and there is more management availability at weekends.” Staff described improvements in the support they received and in teamwork. The introduction of “champions” meant that staff were receiving additional support and information about various areas of practice. Staff told us they felt able to raise any concerns and there was now an open culture at the home. Staff described improved communication systems, including with partner agencies. A visiting social care professional told us, “I would say there have been improvements and they were needed.”

This service scored 68 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

Staff had completed training to provide a basic awareness of the needs of people with learning disabilities. However, staff were not equipped to develop personalised support plans with a focus on building the skills of the person to meet their current needs and preferences and to plan for their future goals. Staff spoke positively about the changes since the new manager had arrived. One staff member said, “The culture has changed a lot, we are one team now.” Another staff member said, “There was no teamwork before, now we have become a team.”

The culture of the service had improved. However, the provider had not given adequate consideration to providing support for a person with learning disabilities in line with the principles and values of Right support, right care, right culture. This meant the person was not receiving effective support to develop their independence, meet their aspirations and achieve positive outcomes. The registered manager confirmed the person’s care and support need would be reviewed following the inspection.

Staff told us the leadership at the home had improved. Their comments included, “I feel very supported, the manager is approachable, and their comments are always constructive.” Another staff member said, “The manager is friendly, any problems you can go to her. It is much better now.” A staff member described more capable leadership, they said, “(The registered manager) can be bothered and is much more proactive.”

There were effective systems for the recruitment and support of leaders. The registered manager told us they had felt supported when joining the home. They said, “We have made positive progress, I like it here.” Systems supported the inclusion of staff in the running of the home. For example, a morning meeting included staff representatives from all areas of the service. We observed how the meeting was run by the registered manager who ensured each staff member had an opportunity to contribute.

Staff described improvements in the culture of the service. They told us they now felt able to raise any concerns with the registered manager and were confident they would be listened to. One staff member said, “Yes, I can say whatever I feel now.” Another staff member told us there were opportunities to speak up, they said, “We have regular supervision meetings, and staff meetings are very productive.”

Staff attended regular team meetings and records showed they had opportunities to raise any concerns. Staff told us they felt comfortable to raise concerns within their supervision meetings or at team meetings. The provider had a whistleblowing policy and staff told us they were aware of this. Quality assurance surveys included staff views and gave an opportunity for staff to give anonymous feedback.

There was a diverse staff group at Walberton Place Care Home and staff told us they now worked well as a team. Staff described an improving culture where they were able to speak up and they felt they were treated fairly and equally. One staff member told us, “I feel empowered to help, if I see something I pick it up. We are all one team now.” Another staff member described improvements in team work and the impact this had. They told us, “We do lots of team building things. We are all getting involved in events now as well.”

The provider had a robust system for recruitment which supported equality, diversity and inclusion. Systems supported improvements in communication between staff groups. Better team work was evidenced in notes of team meetings. For example, a “whole home approach” was in place to ensure all staff were supporting people at meal times.

Staff demonstrated a clear understanding of their roles and responsibilities but lacked an indepth knowledge of the needs of people with learning disabilities. This meant one person was not receiving the support they needed to lead an ordinary life and to be as independent as possible. Staff described more effective management of the service. One staff member told us, “Everything is organised and works well, checks are clear, things like checks of people’s weight and health and safety checks are all in place. It is making a definite difference.” Staff were aware of the importance of maintaining accurate records. One staff member described the impact this had when records indicated changes. They said, “I am the nutrition champion so I monitor all the fluid and weight charts. I raise concerns and take action like asking carers to give a person more fluids.”

Governance systems had not identified shortfalls in providing support for a person with learning disabilities in line with the principles and values of Right support, right care, right culture. Following the inspection the provider told us how they would address these concerns. Other areas of care and support had improved. Systems for monitoring the quality of the service showed improvements that were sustained and embedded within staff practice. Where auditing systems had identified shortfalls, actions were included to make improvements.

People and their relatives told us staff were proactive in working with partner agencies and health care services. A relative told us staff updated them on any changes, they said, “I had a call yesterday telling me (relation) had been put on antibiotics.” Another relative said, “They(staff), are more purposeful, they know what they are doing. (The registered manager) inspects their work, she has a good management style, she is not afraid to say if they are not doing it right, but says it in a nice way, and she give staff compliments.” People described being involved with the local community and attending events such as the local village fete.

Staff spoke positively about improvements in collaboration and partnership working. One staff member told us, “I feel very proud we no longer need weekly meetings with (health care professionals) now, because we are on top of people’s heath. I think it’s a massive improvement. We are all working better together.”

A visiting social care professional described positive communication with staff. They said, “We ring the care home on a scheduled date for an update, and equally if the person falls ill or has a hospital visit they (staff) will let us know.” They spoke positively about changes in the management and culture of the home. They told us, “I would say there have been improvements and they were needed. We don’t always announce our visits and I have never walked into chaos; it all seems much calmer.” The local authority told us the provider had been open to support and had worked effectively with partner agencies to make improvements. They told us the service had now developed a culture of assessment and continual monitoring of improvements. This enabled the manager to measure performance, to better evidence governance and the delivery of actions and their sustainability.

Systems supported collaboration with partners including health and social care professionals. Staff had developed positive relationships with health and social care professionals.

Staff described improvements in communication and spoke positively about the introduction of champions to lead and develop good practice. Systems for capturing staff views were in place, and staff said their views were considered and welcomed by the registered manager. Staff told us they had opportunities to develop in their roles. One staff member said, “I have just been promoted to senior and starting level 3 (qualification).”

Systems for monitoring the quality and safety of the service were now effective and better supported oversight and improvements. Quality leads, known as champions, had been introduced to provide staff with information and support to improve their practice. A service improvement plan was developed following the last inspection. Progress was monitored regularly by the provider to ensure standards were improving and sustained over time.