West Eaton Nursing Home

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 and their relatives where appropriate told us they were involved in care planning. A relative told us, “I am very involved in mum’s care and come into the home most days. Everyone is always cheerful and have time to update me on mum’s health.”

People and those important to them were actively involved in pre-admission assessments carried out by the registered manager. Assessments covered personal, social, and health care needs, along with individual wishes and preferences, which informed personalised care plans. These assessments were routinely reviewed and updated accordingly to reflect any changes in people needs.

Where required, healthcare professionals were involved in assessing needs and providing guidance in line with best practice, which led to good outcomes for people.

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.

Care and treatment were consistently planned and delivered in line with best practice, and evidence-based standards. Staff worked collaboratively with people to ensure what mattered most to them was central to care decisions.

Staff used recognised assessment tools to assess and monitor people's needs, including malnutrition and pressure area risks. Records showed these were reviewed regularly and used to identify when additional monitoring or intervention was required.

Staff received regular training to make sure they were kept updated with best practice guidance. The registered manager regularly audited care plan records, to identify concerns or shortfalls.

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.

People’s health needs were supported through effective partnership working with external health professionals. Staff recognised when additional or specialist input was required and made timely referrals to ensure appropriate support was in place. Daily handovers and communication systems ensured important information was shared, supporting continuity of care. Staff valued multidisciplinary working and sought advice when needed. There were good relationships between the service and external professionals, such as advanced nurse practitioner (ANP), GP and speech and language therapist (SALT). A healthcare professional told us, “Staff are responsive and raise medication-related queries with us where clarification is required.”

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.

The provider made sure referrals to appropriate health services were made quickly when people’s needs changed and acted swiftly on recommendations. People’s dietary needs were understood and effectively met, including specialist diets recommended to support their health or medical conditions.

Staff demonstrated an understanding of people's health conditions and were able to describe how they monitored for signs of deterioration and escalated concerns when required.

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.

People experienced positive outcomes from the care and support they received from staff. People’s care and support was regularly reviewed to ensure this was meeting their assessed needs and expected outcomes. Systems were in place to monitor the care and support provided to people to ensure this remained effective.

Staff effectively used an electronic records system to maintain oversight of key aspects of people's care, tailored to their individual needs and preferences. This included monitoring areas such as nutrition, hydration, emotional wellbeing, and any changes in mood, behaviour or overall presentation. The system enabled staff to identify emerging trends and respond promptly to changes, ensuring people received timely, responsive support that promoted their health, wellbeing and positive outcomes.

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

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 Act 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.

Capacity assessments and best interest decisions records were in place when needed to ensure the Mental Capacity Act (MCA) was applied in line with requirements. Staff had completed relevant training in this area and were able to demonstrate an understanding of the principles of the MCA including the importance of gaining consent from people. A member of staff told us, “We have to assume people have capacity until they are assessed as lacking, but even then you ask them what they would like to dress, you still try to involve them in the decision making.”