Glentworth 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 changed to Outstanding. This meant people’s outcomes were consistently better than expected compared to similar services. People’s feedback described it as exceptional and distinctive.
 

This service scored 92 (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 thoroughly assessed prior to them moving to the service. People, and relatives and professionals, where appropriate, were always involved in these assessments. A relative told us, “We met beforehand with [registered manager] we discussed [my relative’s] needs and what needed to be done.”
Care plans we looked at showed that a comprehensive assessment had taken place to ensure people’s needs could be met. The care plans were informative and clear.

The provider always 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. They worked to develop evidence-based good practice and standards.

The management and staff team were passionate about supporting people in line with currently recognised best practice. Furthermore, the provider actively sought out to be involved with developing new and innovative practice to improve outcomes for people.
For example, the provider had been working in partnership with a public research university to co-produce resources around good hydration practices for other care homes to be able to use to improve their resident hydration rates/levels. Staff were trained to use innovative ways to ensure people increased and maintained their fluid intake. Staff encouraged people to hydrate regularly by using initiatives such as ‘…but first a drink.’ And by organising regular events such as ‘mocktail’ making sessions. A colour coded system was used to identify people who were at risk of dehydration, so staff could see easily who they needed to focus particular attention on. A health professional told us, “They [the provider] have added massive value to our work and really made a difference to the research. They are sharing their best practice, and we are bringing in research best practice, so that together we can create a tool for others to improve. The work is part of a large national research grant around infections in care homes.” We saw through the providers work with this study and the systems they had implemented, that people’s infection rates and risk of falls had reduced significantly and people were healthier.
The management team kept up to date with best practice by attending forums and learning events. They shared this with the staff team. Another health professional added, “[Registered manager] pushes the home to use the most up to date evidence-based practice and has been involved with several research projects.”

Processes were in place which showed people’s needs had been identified and continued to be reviewed and amended. Where people had specific nutritional requirements, staff were aware of these and supported people accordingly. Nationally recognised assessment tools were used. Concerns were escalated quickly and acted on. Support from specialist teams was sought when required.

The provider always worked well across teams and services to support people. They shared thorough assessments of people’s needs when they moved between different services, so people only needed to tell their story once.
We received positive feedback from people and professionals. A health professional told us, “Communication from the team is proactive and professional. Staff contact me appropriately regarding clinical matters, and they are receptive to clinical advice and follow-up actions. There is clear evidence that they act upon recommendations to ensure continuity and safety of care. The home is well managed, with staff who appear confident in their roles and demonstrate competence in day-to-day care. Leadership is supportive, and there is good continuity of staff, which contributes positively to the overall standard of care.”
Staff facilitated flexible care for people by working with a number of services, appropriate to individual needs. A health professional added, “The care home supports residents with a wide range of complex physical and mental health nursing needs, including a number of residents who have been turned down by other homes and have had several previous placements break down. The team have been able to do this through compassionate and creative problem solving, working collaboratively and proactively with relevant services. We have facilitated psychological formulations for residents during which participating staff have demonstrated professional curiosity, capacity to reflect meaningfully, and resolve to overcome difficulties together as a team. Staff are responsive and flexible to the changing needs of individual residents, including delivering sensitive end of life care.” Staff collaborated with professionals to ensure they were regularly involved in people’s care. We saw examples of staff working closely with professionals to support people with complex conditions such as Huntington’s disease, and dementia.

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. This was done by working closely with professionals and empowering people to be included and engaged in their health and wellbeing. A health professional told us, “Staff contact us for informal advice and refer individual residents for assessment and treatment. We have facilitated a range of workshops over the years on topics including Communication and Interaction Training, Lift the Lid an Alzheimer's Society workshop on dementia, sex and relationships, and the Pool Activity Level, an occupational therapy activity instrument for people with dementia. [Registered manager] and the Clinical lead attend, and we have seen evidence that practices have subsequently been implemented and embedded [at the service].”

Staff were vigilant about monitoring people’s health and encouraging people to seek support when needed. For example, one person received specialised, highly complex treatment, and staff ensured all aspects required to support this treatment were met. Staff worked closely with specialist teams to ensure the person followed their guidance. Staff advocated for the person throughout their treatment and with local health practitioners. The provider had many initiatives in place to promote and support people with their health and wellbeing. For example, supporting people with their relationships, physical activities and hobbies and interests.

The provider monitored all people’s care and treatment to continuously improve it. They ensured that outcomes were positive and consistent, and that they fully met both clinical expectations and the expectations of people themselves.
People were supported to achieve outcomes which were meaningful to them. People's goals and aspirations were explored, and the provider routinely monitored people’s care and treatment to continuously improve it. They ensured outcomes were positive and consistent and met both clinical expectations and the expectations of people themselves. For example, staff had recognised the wellbeing of a person living at another service managed by the provider would be significantly improved if they could regularly go out. Staff facilitated the move to Glentworth House, where the local terrain was much flatter and urban, this has enabled the person to access and enjoy the local community. Other people were supported to enjoy their interests and learn new skills such as fitness, clubbing and gardening. People's goals were monitored and discussed through regular reviews. Progress was celebrated, and new aspirations explored. Feedback we received reflected how people were actively involved in shaping their care and how the provider promoted independence, wellbeing, and inclusion as part of everyday life. A health professional told us, “All of the Glentworth team at all levels of the organisation are very professional, extremely welcoming and go above and beyond in everything that they do. Their enthusiasm and commitment to the quality of life of the residents and consideration and inclusion of family members shines through, it is outstanding.”

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

People had been assessed for their capacity to consent to aspects of their care. When people were assessed as lacking capacity to make specific decisions, best interest decisions were carried out. These were documented and showed who was involved in the decision-making process and how the decision had been reached. We observed staff obtaining consent from people for all tasks throughout the day. Staff involved people in their care and encouraged them to make decisions.
Staff knew about consent and had received appropriate training. One member of staff told us, “I’ve done training around the MCA. You assume people have capacity and we always ask them first before we do anything.”