Hawksbury House

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 the last inspection we rated this key question good. At this inspection the rating has remained 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.

Staff made sure people’s care and treatment was effective by assessing and reviewing their health, care, wellbeing and communication needs with them. Comprehensive assessments were completed before admission and updated regularly. Care records included detailed information about health conditions and personal preferences. Staff demonstrated good knowledge of people’s needs and worked with relatives to ensure plans were person-centred. One relative told us, “[Person] is very well looked after by all the staff and everyone is very approachable and helpful in every way.” Observations confirmed that care plans were followed and adapted promptly when needs changed. Professionals praised staff for their understanding of people’s needs and proactive risk management.

Staff planned and delivered people’s care and treatment with them, including what was important and mattered to them. They worked to develop evidence-based good practice and standards. Staff had received mandatory and condition-specific training. Care plans reflected evidence-based approaches, including nutrition and hydration assessments and mental capacity evaluations. Staff worked closely with healthcare professionals to ensure timely interventions, such as GP visits and medication reviews. A staff member told us, “We ensure that each care plan is person-centred and reviewed on a monthly basis; however, if any changes are required before the scheduled review, these are updated accordingly.” People’s nutrition and hydration needs were met, and staff demonstrated good knowledge of preferences. Menu reviews involved people, and catering staff ensured there was an ample range of menu choices at each meal.

The service 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, teams and services collaborated effectively to meet people’s needs. Feedback from staff highlighted a strong team culture and approachable management. A staff member told us, “We have a very strong team, and I feel that staff are committed to supporting the service in the best way they can.” Professionals visiting the home were complimentary about staff knowledge and responsiveness. Regular staff meetings supported communication and improvement, and staff felt their views were listened to. External professionals confirmed that staff worked well with them to address changes in people’s conditions promptly.

Staff always 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. People were supported to maintain and improve their health and wellbeing. For example, staff noted a person’s mental health significantly improved when they could see their relative so organised for the person to come and share lunch with them every week, which had greatly assisted their sense of well-being. Staff promoted health and wellbeing through meaningful activities and good nutrition. People and relatives were extremely complimentary about the activities team. We heard this consisted of 3 staff members who facilitated a wide range of entertainment. People regularly enjoyed baking, music sessions, visits to the local cafes and spiritual opportunities such as weekly church services. The team ran an awards ceremony where everyone living at the home received praise and recognition plus a certificate and award. People had access to pleasant communal spaces and gardens, which contributed to a calm atmosphere. One relative told us, “[Activities lead] does a great job with entertainment and leisure activities. There is always something happening and this has made such difference for [person].” People told us being able to join in these activities significantly improved their quality of life.

The management team monitored people’s care and treatment to continuously improve it. Care plans were reviewed monthly or sooner if needed, and audits were in place to check quality and safety. Staff described a culture of learning, with themed supervision and lessons shared across services. Relatives said concerns were addressed promptly: “Any problems or concerns I have I raise them straight away and they are dealt with immediately.” Staff were involved in evaluating service performance and contributing ideas for improvement.

Staff told people about their rights around consent and respected these when delivering person-centred care and treatment. Staff had received additional training on the Mental Capacity Act 2005. We observed staff seeking consent during care interactions, and people told us their preferences were respected. Staff described involving families in best-interest decisions. People told us they felt respected and involved in decisions about their care. One staff member explained, “We actively involve residents and their families to ensure we are meeting the individual needs of all residents.”