Nightingales 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 71 (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.

Assessments were carried out by the management team who had the right skills to ensure Nightingales Nursing Home was a suitable location for people to live. When appropriate people, relatives and health professionals were involved in the development of care plans and risk assessments.

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.

Although care plans were regularly reviewed, some people’s care plans did not always guide staff how to provide effective support or recognise health concerns and when to escalate them where required. The registered manager stated they would make any necessary changes to ensure care plans were accurate.

Staff were able to tell us how they supported people with their eating and drinking and promoted choice in their dietary needs. Staff knew people’s dietary needs and who required dignified support at mealtimes. Comments about the standard of food was good and included from people, “The meals are pretty good. You get a choice of two or three things and there is always plenty. We are always having a drink.”

The management team had reviewed people’s mealtime experience. They ensured people have access to condiments, napkins and porcelain crockery. The deputy manager told us it promoted people’s dignity stating, “I wouldn’t eat of plastic plates, we are not camping.” Following the changes the deputy manager told us people were eating and drinking better. They could see their drinks in the clear glasses which promoted their independence and fluid intake.

Where appropriate, the management team made referrals to relevant health professionals to meet people’s individual health needs including any dietary needs.

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 care plans contained information about their health and care needs. This meant information was available and ready to share across the service, so people received consistent care.

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.

Management and staff worked with relatives and healthcare professionals to ensure people had access to healthcare. Health professionals such as district nurses, therapists and advocates visited regularly to review people’s health needs.

Staff had good knowledge of relevant health care concerns, how to identify them in the people they supported and how to respond. For example, they knew when people’s mood deteriorated and what strategies to use to make them happier. This included staff engaging with people and the dolls they were carrying. Doll therapy can provide comfort, reduce agitation, and improve communication and well-being for people living with dementia. We observed staff spent time with people chatting, laughing and joking. There were a range of activities available daily. These included visiting entertainers, games and quizzes and religious companionship by visiting church members. There were no restrictions on when family and friends could visit.

The provider routinely monitored people’s care and treatment to continuously improve it. They ensured outcomes were positive and consistent, and that they met both clinical expectations and the expectations of people themselves.

The management team sought and considered feedback from people, families and professionals. For example, based on feedback, they created a quiet area where people and families could chat. They increased office space which gave additional opportunities for private discussions to take place. They promoted 1 person’s wishes, advocated on their behalf with family and professionals and improved their quality of life by building their independence and social opportunities.

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

The registered manager worked in partnership with people’s advocates and representatives in line with The Mental Capacity Act 2005 (MCA). Staff completed training in MCA and understood the concept of consent. We observed staff gain consent from people before completing any tasks. We saw consent for care and treatment was obtained in people’s care plans and records. The provider made applications to the local authority if people were at risk of being deprived of their liberty.

Staff knew how to support people in their preferred way. At mealtimes we observed people being served drinks and offered a choice. People were asked which meal they wanted and were supported to make decisions in ways that promoted their understanding.