Pendene House

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 comprehensively assessed and included consideration of their physical, mental health, sensory, social and communication needs. The assessment informed the care plan.

People were involved as much as possible in their assessment and told us their needs were understood and met.

Care plans were completed by senior staff and reviewed by them. All staff were involved through communicating any changes to people’s needs or wellbeing and updating people’s care plans.

Appropriate assessment tools were used to effectively support the assessment of people’s health and care needs. For example, falls, pressures sores and malnutrition assessment tools were used to establish the risk and what action staff should take. A person assessed as at high risk of developing a pressure wound was supported by staff to reposition every 3 hours in order to reduce the risk of pressure wounds occurring.

Assessments were regularly reviewed and updated to make sure the information was current, and care, support and treatment is meeting people’s needs and individual outcomes as expected.

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.

Staff and leaders understood the current legislation, national standards and evidence-based good practice guidance relevant to their service and applied these effectively.

Staff completed induction training and ongoing training. Managers monitored staff had completed all the training they were required to complete as well as refresher training. Some staff had completed national recognised qualifications in care.

People’s nutritional and hydration needs were met in line with current standards and evidence-based guidance. People had enough to eat and drink to prevent malnutrition or dehydration and were supported to manage their dietary needs and associated risks. This included where people have complex needs, from the risk of poor nutrition, dehydration, swallowing problems or other medical conditions that affected their health.

People told us they had enough to eat and enjoyed their meals. One person said, “There’s food galore here. The quality is nice and I get a choice from a list on paper.” A relative we spoke with was delighted their family member had gained weight since being at the service.

Staff understood the importance of nutrition and hydration. A staff member explained, “Anyone new coming in are on food and fluid chart.” (to support assessment of nutritional needs) They told us they consulted the GP for any concerns and continued to monitor food and fluid intakes and people’s weight.

Kitchen staff were kept informed about people’s dietary needs including their likes and dislikes.

Staff supported people with their meals and drinks in a sensitive way. They gave people time and made sure they had choices and access to snacks and drinks at all times.

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.

Staff, teams and services worked together with people to effectively deliver coordinated, timely, consistent, person-centred care, support and treatment. All relevant staff could access the information they need to understand people’s needs and appropriately assess, plan and deliver their care, treatment and support.

People, staff and relatives told us communication was good. A relative said, “Whenever [family member] has been poorly, I’ve always had a phone call and they’ve kept me in the loop.”

Staff were proactive in working with other services when multidisciplinary involvement was required, and any actions are followed up on as needed. People and staff told us appropriate referrals were made to healthcare professionals as required. Records we looked at confirmed care plans were updated with advice and guidance from healthcare professionals and that staff followed this guidance.

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.

People’s day-to-day health and wellbeing needs were met. People were as involved in monitoring and reviewing their own health and wellbeing needs as much as possible. A person told us, “I can tell staff and they’ll let me speak to the doctor if I want to.” Relatives told us about action staff had taken since their family member moved to the service which had resulted in improved health and well-being.

People were encouraged and supported to understand and make healthier choices including their diet, lifestyle, physical activity, personal and oral hygiene. Chair based exercise sessions were on offer and where possible people were supported to stay as active as possible. People had access to heathy meal choices.

Staff made sure referrals to appropriate health services are made quickly when people’s needs changed. People’s care plans were updated with the healthcare advice and guidance and any changes were communicated to staff.

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’s care plans included a person-centred objective based on their needs and preferences.

Staff monitored and evaluated outcomes related to people’s health and quality of life. People were asked to give feedback about their experiences during care plan reviews, satisfaction surveys and through speaking to staff. People told us they were happy with the service and had their needs met.

People’s records confirmed their health and wellbeing was monitored and any changes responded to appropriately with a view to improving these outcomes when possible.

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

People’s rights and decisions around consent were understood and respected by staff and the provider. People were involved in consent decisions as much as possible. Staff took all practicable steps to help people make their own decisions.

We observed staff supporting people and saw people were given the appropriate information, support and time they need to make an informed decision.

Mental capacity assessments were carried out for each aspect of care and support. Best interest decisions were recorded where people did not have capacity to make decisions.

Staff had received training and understood the principles of the Mental Capacity Act. They knew who was subject to a deprivation of liberty (DoLS) and told us where this information could be found in care plans. There was a clear understanding of DoLS, they were used appropriately and only when it is in the best interest of the person.Staff always took the least restrictive approach.