Aspen Gardens

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 had been assessed and used to develop comprehensive care plans. People’s care records were person centred. An assessment of people’s needs included communication, health, emotional well-being and mobility. For example, one care plan included the person’s verbal and nonverbal language, and aids staff could use for better communication. People and relatives were involved in assessments, and their views were listened to.

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. Care plans were personalised to each individual and included strategies to meet people’s specific care needs and preferences. Staff supported people with eating and drinking based on their needs, choices and dietary requirements. People told us they especially enjoyed the communal main meal, as this allowed them to enjoy a cooked meal and socialise. A person said, “We go down at lunchtime, down to the cafeteria. It’s a good dinner. There is a nice selection of food."

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 confirmed they worked closely with other staff and professionals and important information was shared. A staff member told us, “Keeping communication open is what works well in Aspen Gardens, we all want what is best for everyone and work together."

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. Support plans reflected people being supported to have choice and control and being encouraged to remain active. People were encouraged and supported to take part in onsite activities including exercise classes. Staff offered prompts for people to “move more” throughout the day based on the person’s ability, for example doing short corridor walks or seated exercises. In the summer community groups supported walks in the local area.

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. For example, a person had significant health and wellbeing improvements since using the service. Staff had worked with their family and professionals to encourage the person’s participation in communal activities and to promote a healthier lifestyle. Outcomes were monitored through regular staff visits and care reviews.

The provider told people about their rights around consent and respected these when delivering person-centred care and treatment. Staff worked in the least restrictive way and acted in people’s best interests. They understood the principles of the Mental Capacity Act 2005 (MCA), which provides a legal framework for decisions made on behalf of people who may lack capacity. Staff had MCA training, and policies followed MCA principles. Where people could not make decisions themselves, best interests’ decisions were in place and made with input from relatives and healthcare professionals.