Woolston House

“People were supported by staff who were safely recruited and trained. We received mixed feedback about staffing levels. We found staff were responsive to people and overall were able to meet people’s needs, however, some feedback suggested people had to wait for support at times. The provider had recently opened a 4th unit, and staffing numbers had been changed based on the dependency of people’s needs. The management team were monitoring, whilst the staffing changes were being embedded.”

“Following people’s admission to the service, staff used various assessment tools and worked with healthcare professionals to ensure people received appropriate treatment. Care plans were developed in consultation with people and/or their relatives. More recently, a project manager had been supporting the team to make improvements to information contained within people’s care plans.”

“There was a focus on engagement and co-production, with people and staff being involved in the development of the service.”

“The provider had an effective system for governance and oversight in place, with various audits and checks undertaken. The current management team had undertaken work to review and strengthened oversight systems and procedures, which were being embedded.”

“The management team demonstrated a commitment to continuous learning and development. They were responsive to our assessment feedback and created a document to share with staff about what they had learnt, including an action plan.”