Arthur Bliss House (Care Outlook)

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.

This is the first assessment for this newly registered service. This key question has been rated 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.

People’s needs were assessed before care commenced to ensure the service could meet their requirements within an extra care setting. Assessments drew on local authority information alongside provider‑led pre‑assessments, enabling a comprehensive understanding of people’s health, mobility and support needs. People were actively involved in these discussions and were encouraged to share their preferences, routines, goals and the support they felt they needed to remain as independent as possible.

The provider reviewed people’s needs regularly and when changes occurred. For example, where people developed increased care needs, care plans and risk assessments were updated to reflect this, ensuring care remained safe and appropriate.

This approach supported continuity and minimised disruption. One example included supporting a person whose needs had significantly changed by arranging appropriate equipment and training, ensuring their wellbeing was maintained while longer‑term arrangements were made.

This meant that people received care that reflected their current needs and were supported safely as their circumstances changed.

The provider planned and delivered people’s care and treatment with them, including what was important and mattered to them. Care was delivered in line with current guidance and professional input. Staff followed clear care plans which described how to support people safely and consistently, including medicines, mobility and clinical tasks such as catheter care.

Staff demonstrated knowledge and competence during care delivery. They understood when to seek support or escalate concerns to healthcare professionals, including district nurses and GPs.

Training supported effective care delivery. Staff completed a range of training relevant to people’s needs, including manual handling, medicine administration and long‑term health conditions.

This ensured care was delivered safely and effectively, reducing the risk of avoidable harm and supporting positive outcomes

The provider worked collaboratively with healthcare professionals and other agencies to ensure coordinated care. This included district nurses, occupational therapists and social workers.

Information was shared appropriately to support continuity. For example, multidisciplinary meetings were arranged where risks or changes in needs were identified, enabling joint decision‑making and improved care planning.

Staff worked effectively within the team. Handovers and communication systems ensured staff were aware of changes to people’s needs and could respond appropriately.

This meant that people experienced joined‑up care, reducing the risk of fragmented support and supporting consistency.

The provider supported people to manage their health and wellbeing to maximise their independence, choice and control. Staff supported people with their health needs and monitored for changes that could indicate deterioration. Where concerns were identified, staff escalated appropriately and sought support from healthcare professionals.

For example, staff supported people with catheter care, recognising signs of complications and contacting appropriate services when needed.

Support focused on maintaining wellbeing and independence. People were encouraged to engage in daily routines and maintain control over their lives while receiving appropriate support.

This helped people remain in their own homes for longer and reduced the likelihood of hospital admission.

The provider monitored people’s outcomes through care reviews, observations and communication with people and their families.

Care plans were updated where outcomes were not being achieved as expected. For example, where people experienced changes in mental health or mobility, care was adapted to provide additional support.

This demonstrated a responsive approach to care delivery and ongoing focus on improving outcomes.

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

Staff understood consent and supported people to make decisions about their care. People were asked for consent before support was delivered and were involved in decisions.

Where people’s ability to make decisions changed, appropriate assessments were carried out and care was adapted accordingly.

People retained control over their care and were supported in line with their wishes. Staff were aware of people's right to make choices, and of the principles of the Mental Capacity Act (MCA). One staff member said, “I work with each person and include them with their care as much as possible.” Another staff member said, “I want people to have as much control over what they can or can’t do.”