Humberston House Care 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.

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 79 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The management team made sure people’s care and treatment was effective by assessing and reviewing their health, care, wellbeing and communication needs.

Prior to admission, the management team gathered information and assessed people's needs which was used to create care plans. Staff re-assessed people’s needs and updated care plans regularly and when people’s needs changed.

Most people’s care plans were detailed and included specific information about how staff should support people. We found some care plans required more detail, though there was no evidence of harm as staff knew people very well. We raised this with the management team who promptly updated them to ensure they provided staff with enough information to support people.

The management team 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 and registered manager kept up to date with and implemented best practice guidance. Regular management meetings ensured learning and best practice was shared amongst the provider's services.

Training helped staff to truly understand people’s experiences and care needs. Virtual reality dementia training was provided which gave staff insight as to how dementia can impact people’s everyday lives.

Evidence based tools were used to assess areas of risk, such as nutrition, hydration and pressure damage. This information was used alongside guidance from reputable sources to create care plans which informed staff how to support people. Monitoring systems for these areas of risk were implemented for people who needed them.

The management team 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 worked closely with health professionals and external services to ensure people had access to the services they needed. Information was communicated appropriately and in a timely manner. Healthcare professionals told us, "They're absolutely spot on. There is regular communication from [staff] where there are any concerns about people" and "[Staff] are willing and co-operative in assisting the District Nursing team."

When people moved into the service, they could remain registered with their chosen GP practice. This meant people received consistent care from healthcare professionals whom they were familiar with and who already knew their needs.

A consistent staff team worked closely with people and each other across the service. Staff were allocated to work in certain areas of the service, but arrangements were flexible and changed as needed to ensure people received high-quality support and staff performed at their best.

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.

Staff consistently promoted people’s independence, choice and control. A staff member said, “We always encourage people to pick their own clothes and perfumes. Most [people] have tons of perfume and make up to pick from.” We saw staff offering people choices and encouraging their independence with tasks such as reading the lunchtime menu.

People were supported to stay physically well and lead healthier lives through regular exercise. The provider aimed to improve people’s health and wellbeing through participating in research into fitness for folder people in care homes. During this research they had partnered with a local fitness company who specialised in supporting older people to exercise. Evidence showed people had less falls following regular exercise. Following the research concluding, the provider continued to work with the local fitness company which had helped people to lead healthier and more independent lives. Fitness classes were tailored to people’s needs and were well attended and enjoyed by those who participated. People said, “Exercising is making me feel stronger. I sometimes even come back to my room and do it” and “It’s great fun. Sometimes I can feel it in my shoulders, actually I can feel it everywhere, it’s my age.”

Special consideration was given to people’s dietary needs and how they could be best met. The chef and kitchen team fortified meals for those who needed it and went the extra mile in the preparation of meals for people who required modified diets by ensuring they were suitably plated to make them appealing and encourage people to eat more. Healthy snacks and drinks were available at all times for people to help themselves to. Where people needed assistance with food and drinks, staff offered appropriate support.

Staff worked closely with healthcare professionals, followed advice and worked to address any concerns. Healthcare professionals said, “Staff appear to follow advice and guidance given by the District Nursing team" and “Any concerns I have brought up to [staff] they have acted on immediately.”

The management team 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. Systems were in place to support the effective monitoring of the care people received and the impact on their wellbeing. People’s clinical needs were monitored over each 24-hour period with regular oversight by the registered manager which allowed any issues to be promptly followed up and referrals to relevant professionals to be made.

The provider told people about their rights around consent and respected these when delivering person-led care and treatment. Staff sought people’s consent, respected their right to refuse and provided people with support when people were ready to accept support. Staff were trained in mental capacity and DoLS.