Chatterwood 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 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.

People’s care needs were assessed prior to their admission, to ensure staff could meet them. People’s care plans demonstrated their physical, health, wellbeing and communication needs had been assessed and who had been involved. A staff member said, “We read the care plans. New resident’s needs are discussed at handover such as their care, food preferences, and food texture.”

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.

The provider's policies reflected current legislative requirements and referenced good practice guidance. For example, staff had access to both the current NHS winter guidance for infections and their own local procedures. Staff used a range of nationally recognised tools to enable them to assess and monitor people's needs, related to risks such as choking, weight loss, and pressure areas.

Staff, including kitchen staff were aware of people who required a modified diet or thickened fluids, and these were provided. People were given a choice of nutritious meals which we saw they enjoyed. One person told us, “The meals are good here, I like them.” Staff were observed to support people, who required assistance to eat, in a patient and unhurried way. Staff said there were sufficient numbers to support people to eat on a 1 to 1 basis.

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 had access to the information they needed to provide people’s care effectively. The provider had access to ‘GP Connect’ which allows appropriate staff to view relevant outcomes from people’s GP consultations, for the purpose of implementing the agreed actions required for their care.

We saw the staff team worked well together and shared information through the provider’s formal processes. Staff also worked together as a team informally and co-operatively to co-ordinate the delivery of people’s care. We heard staff offer to support each other whilst encouraging a person to receive their personal 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.

Staff focused on identifying risks to people’s health early. Staff used RESTORE2 which is a tool to enable staff to regularly monitor people and to recognise if people have physically deteriorated and to identify when to escalate concerns.

People told us there was a GP clinic, and the podiatrist visited regularly. People’s oral health care needs had been identified and met. People told us staff had arranged for them to see a dentist if required. We saw people were referred to professionals as required, such as the speech and language if people were at risk from choking, and physiotherapy services.

Staff completed a range of training relevant to the management of people’s healthcare needs and common risks, including continence care, diabetes, stroke, and sepsis.

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.

The planned outcomes for people's care and how these were to be achieved, were detailed within people's care plans. These were then reviewed monthly when people were, ‘Resident of the Day,’ which ensured they received personalised attention from all staff departments. People and relatives feedback on the care provided was sought. People’s progress in relation to their outcomes was reviewed as part of this process and through care plan audits.

A staff member told us, “The key outcome we want is quality of care.” They provided an example of how a person was now enjoying an improved social life and improved physical health since their admission to the home.

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

People's care plans identified their ability to consent to their care or make decisions, and any support they required to make decisions. A relative said, “Although [person] can’t speak, she has full capacity, and all her wishes are respected with kindness and dignity.”

People were asked to sign their consent to their care and treatment where they had the capacity to do so. If people had appointed a power of attorney to make decisions on their behalf in relation to finances or health and welfare, staff checked it had been registered.

The provider had a Mental Capacity Act (MCA) 2005 lead who completed MCA assessments with people and documented them thoroughly. MCA assessments were decision specific and person centred. Staff involved relevant parties in making best interest decisions for people.