202 Weston Road

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

People’s needs were assessed, reviewed and discussed to ensure people received up to date care and treatment, reflective of their current needs and in line with good practice. Since our last inspection, people’s care records contained specific detail to ensure staff had clear information to follow to meet people’s individual needs and preferences. Staff sought external health and social care professionals support as and when required to ensure people received quality outcomes. People were supported to maximise independence, choice and control. People were encouraged to make their own decisions, and people’s care records were personalised and included a record of people’s input into their own care and treatment.

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.

People’s needs were assessed and reviewed regularly to ensure staff were receiving effective care reflective of their current risks and needs. One relative told us, “I was concerned with how [Person’s name] was going to cope with the move there, they had a few rough days, but the staff managed the move well, they have a bond with [Person’s name], they know how to calm them down and [Person’s name] does not get upset anymore. They keep me updated and I am involved in the care.”

Staff we spoke with confirmed they had enough information to meet people’s needs. People’s risks and needs were documented within their care plans and staff confirmed they accessed these as and when required to ensure they were being followed effectively. Staff we spoke with confirmed they were informed of any changes to people’s assessed needs, and they had clear information and guidance to meet people’s individual needs and preferences. Staff recognised any changes in people’s needs or where a concern was identified. Staff raised concerns with senior members of staff and to the registered manager to ensure required referrals were made, any medical attention was sought, and people’s care records reflected any updates.

Senior staff and the registered manager used assessment tools to identify and record people’s risks and needs. People’s care records contained details in easy read formats to ensure people had access to their information as required. People’s care plans were regularly reviewed and detailed people and relative input. This ensured they were up to date and reflective of people’s current needs and understood by staff members supporting them. People’s care records contained required information for staff to follow to effectively care for them.

People’s care and treatment was discussed and reviewed with health and social care professionals as and when required. This ensured advice or guidance about people’s health, care and support was readily accessible and available for people.

Staff sought advice from external and internal health and social care professionals about people’s care needs as and when required. The registered manager and senior care staff worked well with partners to ensure they were up to date with good practice and required standards of care. An internal positive behaviour support practitioner confirmed, staff raised concerns with them as needed, and followed the guidance and advice they provided to meet people’s needs. The member of staff told us, “The staff team at 202 Weston Road engage well with any coaching opportunities provided and quickly act upon any recommendations made.”

The registered manager had processes in place to ensure people’s care records were reviewed and up to date. Since our last inspection, the registered manager had worked to review and update people’s care plans, to ensure they included required information specific to the person and their needs. Any identified risks contained clear guidance for staff to follow to safely support and care for them.

People were supported by a consistent staff team who knew them and their needs well. People’s relatives provided positive feedback about the improvements made to the staff team and the regularity of the staffing group, which benefitted the people living at 202 Weston Road. One relative told us, “Things are moving in the right direction, it sounds as if things have improved from what they were.” Another relative told us, “It is a lovely house, the staff always have time for the residents.”

Staff we spoke with confirmed there had been significant improvements in the staff group and how they worked together to effectively support people. Staff told us processes were in place to enable them to share information and receive the required guidance and support to meet people’s needs. Staff confirmed they received and shared regular updates about people regarding their care, wellbeing, likes and preferences. One staff member told us, “The staff team work well together, it is a more positive environment now, for the staff team and for the people. The new manager being here has made it a better place for everyone.” The registered manager and senior staff members had worked to ensure the staff team had the required information to effectively care for people. This was achieved through internal meetings and ensuring reviews took place with the involvement of required external professionals. The registered manager told us, “With the staff working together, I can see the positive changes. I need to ensure everything is embedded now. I have an open-door policy and allow staff to share their concerns.”

External professionals provided positive reviews from working within the service, commenting on the effective communication between staff and the external agency. They confirmed staff made referrals when required and acted on any advice or guidance provided. One professional told us, “I have no concerns, the staff recognise a change in need and refer to the service and act on recommendations.”

The registered manager had processes in place to ensure staff members were aware of any updates or changes to people’s health conditions. People’s care records included any updates, changes to their needs or where external professional input was sought.

People received the care and treatment they required through the service and from external agencies. Support was available and accessible to support people to live healthier lives. People had access to information about their health, care and support in formats which meant information was accessible to them. Where possible, people were involved in decisions about their care, they were provided with information and their input into their care was documented in their care records. Staff encouraged and supported people to maximise their independence, people’s relatives confirmed this. One relative told us, “The staff have been there for [Person’s name] they are coming out of their shell a bit more, staff promote their independence, everything is OK there.”

Staff supported people to manage their own health and wellbeing, where possible, and worked together with health and social care professionals to maintain people's health and well-being. One staff member told us, “I have witnessed how things have changed and improved for people living here, the way they now communicate their needs to staff, the preferences they have with their care, activities, in and out in the community.” Another member of staff told us, “People are encouraged to help with tidying their rooms, and emptying the dishwasher, and helping keep their home clean.”

The registered manager had made improvements to the systems in place to enable people to live healthier lives and this was evidenced by the care we observed people receiving and the way staff were supporting them with their everyday routines.

People received consistent care and were treated well and as an individual. People were seen to be treated as individuals, each person having their own needs assessed and reviewed and met in line with their preferences.

The registered manager had worked with care staff to ensure people’s outcomes improved and were positive and consistent. Staff raised any concerns, and shared information effectively, to ensure people’s care was monitored in a timely way. Staff we spoke with confirmed the process they followed when people’s needs changed, this included following being updated about any changes, they read and signed to show their understanding.

The registered manager had made improvements to the systems in place to monitor people's health conditions and improve their outcomes. People’s care records had been reviewed and updated to show where people’s health needs required regular monitoring. Staff documented as required, to review any changes or identify if further monitoring was needed.

People’s consent was gained and respected when staff delivered care and treatment. We observed staff asking people for their consent prior to supporting them and offering reassurance during their care delivery.

Staff we spoke with told us how they supported people to make their own decisions and provided care in line with people’s best interests. We observed staff supporting people to make decisions about their day-to-day care and treatment. Staff were patient, showed respect and supported people to take the time they needed to make their decisions. One staff member told us, “We promote people’s choice and independence, we give them choices and for them to select things, including activities, food, clothing. People have the choice. We use picture representation if people can’t verbally communicate.” Staff had completed Mental Capacity Act Training and told us how they used the training to ensure people were given choice and control over their care and treatment needs.

The Mental Capacity Act 2005 (MCA) provides a legal framework for making particular decisions on behalf of people who may lack the mental capacity to do so for themselves. The MCA requires that, as far as possible, people make their own decisions and are helped to do so when needed. When they lack mental capacity to take particular decisions, any made on their behalf must be in their best interests and as least restrictive as possible. People can only be deprived of their liberty to receive care and treatment with appropriate legal authority. In care homes, and some hospitals, this is usually through MCA application procedures called the Deprivation of Liberty Safeguarding (DoLS). We checked whether the service was working within the principles of the MCA, and whether any conditions on authorisations to deprive a person of their liberty had the appropriate legal authority and were being met. The registered manager had reviewed people’s care records to ensure they contained mental capacity assessments, as needed. Where necessary, Deprivation of Liberty Safeguards (DoLS) applications were made and reviewed to ensure where people were being deprived of their liberty, records we reviewed showed this was completed lawfully.