Kynance Residential 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. Consideration was given to the level of care and support a person required prior to their moving into the care home. Assessments were completed by the registered manager whilst visiting the person in their home or current placement. This meant any necessary equipment could be in place prior to admission and only people whose needs could be met were admitted to the home. Care plans were kept under regular monthly review to ensure they remained relevant for the person.

The management team 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 plans and related records showed consideration and reflection of current legislation and best practice guidance. Nationally recognised assessment tools were in use such as for skin integrity and the risk of malnutrition.

Care plans also included person-centred information about people’s nutrition and hydration needs as well as individual likes and dislikes. Weobservedmealtimes were a positive and social experience for people. People told us they generally enjoyed their meals and choices were provided.

The management team 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 management team understood how to seek support from health and social care staff when required. Care staff said they received a handover at the start of each shift which provided them with all necessary information. Staff described a positive team working environment.

The provider supported people to manage their health and wellbeing to maximise their independence, choice and control. Staff supported people to live healthier lives where possible. Care plans included information about medication and past medical history. Care staff confirmed they had training to meet healthcare needs such as diabetes. They understood what actions they should take in medical emergencies and were, for example, able to describe the signs of a stroke or if a person may have a urinary tract infection. The management team were aware of how to access health and social care professionals should there be a need.

The provider had systems in place to monitor people’s health and care needs. Daily records demonstrated that people received support with areas such as personal care, repositioning, nutrition and hydration. Where people were at risk of low food or fluid intake some records had been maintained however these varied in detail and did not consistently provide sufficient detail to demonstrate effective monitoring of nutritional risk. Care staff confirmed the processes they followed should a person have an unwitnessed fall and records showed that external health staff were contacted when staff noted changes in people’s health. Staff were following guidance from an external health professional to record a person’s blood sugar levels weekly so these could be used as part of a review of diabetes management.

The provider had systems in place to support people to make decisions about their care and treatment in line with the Mental Capacity Act. 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. Mental capacity and consent were considered within care planning, and staff were able to explain how consent should be obtained when supporting people. Care records demonstrated that people’s rights were considered, and where people required support to make decisions, involvement from others was sought to help ensure decisions were made in their best interests. People told us they were able to make day-to-day decisions about their care and routines, including what time they got up and went to bed and where they chose to spend their time.