Sudbury Care Homes Limited

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 had key workers who supported them to ensure their care plans and related goals were met and discussed monthly. These monthly meetings were person centred and enabled people to make choices and decisions around their care and social needs.

People and their next of kin had been actively involved in assessments of their needs which the registered manager conducted prior to anyone’s admission to the care home. The assessment considered people’s personal, social and health care needs, and expressed wishes and preferences which were used to develop individualised packages of care. The registered manager reviewed peoples care plans regularly to ensure staff were delivering the packages of care and support set out in peoples care plan. Staff understood each person’s needs and how these should be met.

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.

People were involved in planning their care and support according to their individually assessed needs and wishes. Their care plans were detailed and regularly reviewed and updated. Staff worked well together to meet people’s needs and wishes in line with their care plan and recognised best care practice and standards. A relative told us, “The staff are working there a long time and know people very well, they listen to people and ensure their needs are met.”

Regular team meetings and supervisions meant that the staff team had the time to review and reflect on peoples care needs and wellbeing, and the team could work closely with people to plan ahead to meet their goals and aspirations.

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.

The registered manager and staff who worked well-together and with other external health and social care professionals and bodies. Systems were in place to make sure information was shared in a timely manner by everyone involved in people’s care. This all helped to ensure a joined up, consistent approach to delivering safe and effective care to people in line with their individually assessed needs and preferences.

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.

Whilst staff encouraged people to eat healthily, they still maintained their choices. People were supported to have a weekly food menu of their choice, if however, on the day they chose something else people were supported to go and buy the ingredients for their chosen meal. The processes in place enabled the service to keep track of people’s health, update care plans, and inform healthcare professionals of required changes.

Meals were not a specific time and very much person led, this meant that people had the choice of when and what to eat on a daily basis.

The provider routinely monitored people’s care and treatment to continuously improve it. They ensured that outcomes were positive and consistent, and that they met both clinical expectations and the expectations of people themselves.

The registered manager and staff understood the benefits for improving people’s outcomes by involving people in their care and wellbeing. This was evident in peoples care plans and monthly meetings with staff to discuss all aspects of their support.

The processes included assessments carried out prior to people receiving a service, and care plans that were comprehensive, and identified people’s care and support needs. The monitoring processes regularly updated care plans with updated information that identified areas of care that required refocusing, and the care package to be adjusted.

Staff understood people’s health needs and recognised changes or deterioration and recorded information consistently. A relative told us, “They always ring me if there is any change with my [relative] and they keep me updated, equally if I have any concerns I know I can rely on the manager and staff team to sort it out, they are so helpful.”

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

People were supported to understand the care and support staff wished to provide them with. This enabled people to consent to this if they wished. Staff understood people’s capacity to make decisions about their care and support using people’s preferred method of communication. Staff used this knowledge to seek consent before they provided any care and support.

Staff received training in the Mental Capacity Act 2005 (MCA) and the Deprivation of Liberty Safeguards (DoLS) and understood how to support people in the least restrictive way possible.

Throughout our visit we observed staff asking people’s consent and offering choices before they provided care and support.