Waterhouse Manor 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 dual 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 before they moved into the service, and staff gathered clear information that informed individualised care plans. Daily monitoring records, including food and fluid charts and repositioning schedules, were kept up to date and used to track changes in people’s wellbeing.

Manager facilitated a daily meeting, and they were used, to review emerging needs, consider multidisciplinary input and agree prompt, coordinated actions. Care plans and risk assessments were updated following any changes, maintaining accuracy and ensuring support always reflected people’s current needs.

Staff involved people in planning their care and support to ensure it reflected their preferences and needs. Care plans were regularly reviewed and updated to capture any changes in people’s care needs.

Staff were very knowledgeable about the people they supported. They were able to explain how people’s needs were different and the different approaches that were required to help them be as independent as possible.

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 detailed, person‑centred and tailored to everyone. They included detailed background information, communication strategies, health needs, risk assessments and guidance for staff. Plans were developed following initial assessments and were reviewed and updated regularly, particularly when needs changed or new risks were identified. Advice from external professionals was incorporated to ensure interventions remained safe, effective and current. For example, the speech and language therapist provided information on how a person’s food should be served including texture and thickness of fluids.

Collaboration with healthcare professionals was evident, with timely interventions supporting people’s wellbeing.

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 were seen to work well together and provided help to each other over the course of the day. Staff told us they understood their roles and responsibilities and that information was shared with them. A daily meeting was held each day to share information and put in place any action that needed to be taken, to ensure peoples care and support needs were being met.

There was regular communication and a good working relationship with the local multi-disciplinary team and the GP. Regular care reviews had been held with the local authorities and commissioning care group.

Referrals and requests for professional advice were made promptly whenever concerns arose. Documented evidence confirmed staff followed the guidance provided by healthcare professionals.

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.

People were supported to access a range of health care professionals. Care records contained detailed information about people’s health conditions and how these might affect people. There were regular visits from health care professionals involved in people’s care, and communication between them and the staff and management was good. Relatives confirmed that they were informed about any health issues, one relative said, “Any medical issues the staff get the GP to come out as soon as they can. They get everything checked. The staff have organised Covid and Flu jabs to be done at the home.”

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.

Staff where possible involved people in planning their care and support to ensure it reflected their preferences and needs. Care plans were regularly reviewed and updated to capture any changes in people’s care needs. Daily records were maintained to monitor people’s wellbeing consistently. People had timely access to healthcare services to support both their emotional and physical health, promoting overall wellbeing.

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

The provider was meeting the requirements of the Mental Capacity Act 2005 (MCA). People told us staff asked for their consent and involved them in decisions about their care and support. They said their choices were respected. The staff received training in the principles of MCA and understood these.

The manager ensured people consented to their care and treatment where they could do so, and signatures indicated people had agreed to give consent. Staff recorded people’s capacity regarding different decisions. The records we reviewed were clear and detailed.