Potters Green

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.

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 assessed and care and support delivered according to people’s needs. Reviews took place frequently to ensure care plans were updated when people’s needs changed. People and relatives were involved in assessments. One relative said, “The social worker assessed [family member’s] needs and everything was in place when [family member] got here [arrived at the home], everything was set up.” Another relative said, “[Family member] was assessed as to what they needed before they went to live at the home.”

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 dietary requirements were adhered to and people were supported to access food and fluid to meet their needs. Some people used thickener, and this was stored safely. Professionals such as the speech and language therapists and district nurses had been involved in people’s support when required. Some people were at risk of choking and were supported with textured and specialist diets. The catering team were knowledgeable about people’s dietary needs and preferences and had systems in place to monitor meal preferences.

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 and leaders had systems in place to support good information sharing. Heads of department meetings took place and provided a forum where staff could discuss events and ensure people received a streamlined service. Daily huddles provided dedicated time where staff could discuss what was happening that day and be organised and focused on who was completing different tasks. One staff member said, “Daily handovers, multidisciplinary meetings, and regular supervision sessions promote clear communication and a shared understanding of residents’ needs and associated risks.”

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 and leaders worked in partnership with external healthcare professionals to ensure people received support to meet their needs. Staff followed guidance and advice from healthcare professionals to support people to live healthier lives.

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. Care plans included outcomes for people and detailed information on how to support people to achieve these. Staff knew people well and supported them in line with their needs and helped them to achieve their outcomes. One staff member said, “I keep a close eye on residents for any changes in their physical or mental health, such as signs of illness, confusion, or increased falls risk. I report any concerns straight away to senior staff or the nurse on duty.”

The provider told people about their rights around consent and respected these when delivering person-centred care and treatment. Consent to care and treatment was sought and people were involved in decisions about their care. Where people lacked capacity there was evidence that decisions had been made in the persons best interests. The provider worked within the principles of the Mental Capacity Act 2005 (MCA) and Deprivation of Liberty Safeguards (DoLS). The MCA provides a legal framework for making particular decisions on behalf of people who may lack the mental capacity to do so for themselves. The MCA requires that, as far as possible, people make their own decisions and are helped to do so when needed. When they lack mental capacity to take particular decisions, any made on their behalf must be in their best interests and as least restrictive as possible. Relatives told us people were involved in decisions about their family member’s care. One relative said, “They involve us in decisions about [family member’s] care and they [staff] tell us if anything happens.” Another relative said, “I am involved in decisions with the social worker and I am asked what my thoughts are.”