Polesworth Group Friary 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

Effective – this means we looked for evidence that people’s care, treatment and support achieved good outcomes and promoted a good quality of life, based on best available evidence.

At our last assessment we rated this key question good. At this assessment the rating has remained good.

This meant people’s outcomes were consistently good, and people’s feedback confirmed this.

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’s care and treatment was effective by assessing and reviewing their health, care, wellbeing and communication needs with them.

People’s needs were assessed and reviewed when any changes occurred. People’s wellbeing was monitored by staff on a day-to-day basis and other health needs were monitored, such as people’s weights, to look for any changes.

The provider also looked at forward planning related to supporting people’s communication. The management team were in the process of working to enhance some people’s communication. One Polesworth Group Homes staff member had recently completed a Makaton course (basic communication signs for people with a learning disability) and was working with staff at Friary Road to create bespoke Makaton training for staff and people who may need this additional means of communication in the future; should their verbal communication skills deteriorate.

The provider planned and delivered people’s care and treatment with them, including what was important and mattered to them. They did this in line with legislation and current evidence-based good practice and standards.

The provider and management team worked with healthcare professionals to ensure evidence-based care and treatment was provided to people. For example, 1 person had been advised to lose a little weight by their diabetic nurse and information about this was in their care plan for staff to refer to and follow to support this person’s health and wellbeing.

Where 1 person had undergone a surgical procedure and had a catheter fitted, the provider had ensured a ‘catheter passport’ had been in place when needed. This is a record containing important information related to an individual’s catheter care. Staff had supported this person to re-gain their continence following their surgery and their care plan was adjusted accordingly.

The provider worked well across teams and services to support people. They made sure people only needed to tell their story once by sharing their assessment of needs when people moved between different services.

Relatives were positive about the staff team and felt listened to when they had shared information with staff about their relation.

Staff told us they worked well as a team. Information was shared and one staff member showed us a ‘communication book’ and this contained people’s health appointments, so people were supported to attend, and nothing was missed.

Where healthcare professionals had given guidance about people’s mental health wellbeing, for example, to reduce anxiety, this information was in their care plan and staff could refer to this when needed.

The provider supported people to manage their health and wellbeing to maximise their independence, choice and control. Staff supported people to live healthier lives and where possible, reduce their future needs for care and support.

Staff knew people well and looked for any changes in their health and wellbeing so early intervention, such as arranging a GP appointment, could take place. One staff member told us, “[Name] came to me one day and said he was sore. I suggested we make a GP appointment and they agreed to this. I asked if they would like me, or another staff member to accompany them, or to go in to see the doctor on their own. They asked me to go in with them and I supported them, letting them explain the problem.”

Staff explained the importance of promoting people’s independence as much as possible and where appropriate for the individual. One staff member told us, “If we do too much for a person, like things they can do, then it’s not care. It doesn’t help them for the future. It doesn’t value them as a person. It’s better to do something together rather than take over.”

The provider routinely monitored people’s care and treatment to continuously improve it.

People and relatives told us staff supported them in accessing healthcare whenever needed.

Staff knew what people enjoyed doing and what was important to them. One person told us, “It was birthday last week, staff took me for a meal and then to see Cinderella, which I really enjoyed.” A staff member told us, “We discuss plans with people and they choose but we know the sort of things people like to do. They then achieve what they want to achieve.”

The management team were in the process of moving to electronic care planning and told us this would enable greater levels of recording by staff of people’s achievements and outcomes.

The provider told people about their rights around consent and respected these when delivering person-centred care and treatment.

People were at ease with staff, and throughout our inspection we saw staff explain to people what was happening and seek their consent. For example, staff asked people if they enter their bedroom and if they would like to speak with us to give feedback as a part of the inspection. Staff told us they had received training in the Mental Capacity Act (MCA) and MCA assessments had been completed when needed. The management team had an understanding of when a ‘best interests’ decision might be needed around a specific decision.