Langley Haven 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.

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.

Regular reviews of people’s care were undertaken by staff who knew them well either at regular intervals or when people’s needs had changed. People and their relatives were also involved on a regular basis to ensure they were still happy with the care they were receiving or to discuss if they felt their needs had changed. We asked people if they felt involved within their care planning. They said, “They asked me lots of questions and asked me what I would like for them to do”, “We do have these meetings every so often to speak about care and I have made suggestions”.

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 records reflected people's care and support needs. The service made timely and appropriate referrals for specialist support from other professionals such as the GP and the speech and language team (SALT) and any advice given was documented and followed. There was a weekly ward round with a paramedic from the local GP surgery to ensure people received treatment when required and in a timely manner. Care plans had been written including guidance from professionals to ensure people’s needs were met.

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.

People were supported by staff that worked well together and with health care professionals and services. This ensured there was a joined up, consistent and effective approach to meeting people’s individual care needs.

The registered manager had good oversight over people’s care needs and how staff worked together with other services to ensure these were effectively met. This included when people were supported between services, for example, admission or discharge from hospital.

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 supported people appropriately. Staff monitored people closely, such as after a fall, and took action when the support of other medical professionals was needed. The service had a good working relationship with the GP where a weekly visit took place, and the service were able to raise any concerns they had about people living at the service.

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.

When people moved into the home, their needs, choices, and preferences were assessed using evidence-based tools. Staff and the management team carried out regular reviews of care plans to ensure they remained accurate, current, and reflective of each person’s evolving needs and preferences.

Staff reported that they monitored people’s health and wellbeing through direct observations and GP reviews. This enabled them to respond promptly to any changes and support positive outcomes. They were also attentive to various forms of communication, including non-verbal cues and body language.

The registered manager and staff consistently monitored the quality of care and treatment provided, aiming to maintain and enhance it wherever possible. They worked collaboratively to apply effective methods for tracking care delivery and outcomes, ensuring that people consistently experienced positive results.

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

The registered manager collaborated with people, staff, and relevant parties to uphold people’s rights regarding consent, ensuring care and treatment remained person-centred. Care plans included clear documentation of each person’s capacity and the level of support they needed to make informed decisions. Where support was required, decisions were made in the person’s best interests, involving appropriate professionals and representatives.

Staff supported people in making choices using their preferred communication methods, always in a respectful and considerate manner. For example, where English was not the person’s first language, the service either ensured a staff member who spoke the person’s first language was available or a telephone translator was available at the time of the discussion.

There was documented evidence of Mental Capacity Act 2005 (MCA) assessments being completed for specific decisions, such as wound care and residency at the service. Where best interest meetings were necessary, these were recorded and incorporated into the person’s care plan, for example, decisions around covert medication and the use of bed rails.