The Four Seasons Trust Limited - 33 Abbotswood

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 were effective by assessing and reviewing their health, care, wellbeing and communication needs with them. People and relatives were involved in initial and on-going assessments. Records were person centred and reflected what was important to the person.

People’s needs were assessed before they began to use the service. Initial assessments provided information required to establish a support plan, which was developed over time and regularly reviewed and updated. People had lived at the home for a long time and knew each other well. Although there was a vacancy, the registered manager told us they wanted to ensure anyone moving in would be happy and get on well with other people. They said, “Social services send us their assessment, then the board and myself will look at this to make sure the person is the right fit for the home. For example, one person referred was not right for this place, so we had to say no. If we did get a referral that we knew could be right, we would then go and assess them ourselves.”

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’s care needs were monitored and reviewed to help ensure they received consistent care and support that met their needs. The local authority carried out reviews of people’s needs at the provider’s request.

People’s health and nutritional needs were assessed, recorded and met. The staff supported people with their choice of meals and encouraged them to cook and prepare drinks and snacks as needed. One person told us, “The staff help us, for example, cooking and setting up the table.”

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 told us they enjoyed working at the home, there was a very good culture and supportive teamwork. A staff member told us, “I like it here, I am treated fairly and listened to.”

People and relatives told us the staff worked well together and communicated well with them to meet their needs.

The management team told us they liaised with other professionals and agencies to share information and good practice to make continuous improvement to benefit people. The registered manager told us, “We work with the dentist and GP surgery. They know us very well and who we are. The guys are very friendly, and we are known in the community. They’ve had the same doctor for several years. We work well with people in the community and local charities, like the cycling club and the disco. We have been here a long time.”

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

Relatives felt their family members’ health needs were met. One relative told us, “We have no concerns regarding [Family member’s] placement and are very pleased with the care [they] receive.” Another relative stated, “We are informed promptly by phone if [Family member] has a seizure, which helps us stay aware of any changes in [their] condition. The manager maintains good communication, contacting us by phone for urgent matters and by email when appropriate.”

People were supported to access a range of health care professionals. Care records contained information about people’s health conditions and how these might affect them. Health action plans were in place for all people. People were supported with their healthcare needs. Staff supported them to attend appointments as needed, and the outcome of these was recorded in their health plans. These included visits to the dentist, optician, GP and chiropodist.

People’s varied health conditions were recorded in their care and support plans and contained information about how to recognise symptoms and what actions to take should a person become unwell. People’s support plans included guidance to staff to promote health for people. For example, one person who tended to have constipation was advised to be offered plenty of fruit and fluid during the day.

All the people at the service lived with epilepsy. Their support plans described what seizures looked like in the person’s words, for example, ‘I have many different types of seizures, absences, blinking with indicates the electrical activity taking place, myoclonic jerks, which can be very slight to very strong and project my body full forward.’

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.

There was evidence of regular reviews and action being taken following any changes to people’s health needs. The service worked closely with healthcare professionals who knew people well and followed their advice to help meet people’s changing needs.

The management and staff aimed to support people to have a good and fulfilling life and improve their skills and independence. For example, by supporting a person to manage their medicines. The registered manager told us, “Giving [Person] more independence means that [they are] flourishing. We have done trial runs for [them] to self-medicate. [They have] taken ownership of this. I have tested [them] to see if [they] understand. An alarm goes off on [their] [Electronic device] to notify [them] it is time for [their] medication. [They] then come to the staff for support.”

They also described how they had worked with another person to bring out their confidence and personality. They told us, “[Person’s] interest is football. We have sorted out a disabled football team. [They have] joined the team, meeting people and socialising. They have invited [Person] to the Christmas party and this has improved [their] social life. This has developed [their] social skills and confidence.” Both people were able to confirm they were proud of their achievements and how they felt supported by the staff team.

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

At our last inspection, we found the provider had not always acted within the principles of the Mental Capacity Act 2005 (MCA). At this inspection, we found improvements had been made, and people's care was provided in line with the principles of the MCA.

All the people living at the service had the capacity to make decisions about their lives and how they wanted to be supported. They told us the staff listened to them and met their needs.

The registered manager understood their role and responsibilities in supporting the legal rights of people using the service.