Compton View Residential 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.

Before admission to Compton View, individuals and their families took part in a pre-assessment process, during which the registered manager collected information to help ensure a smooth transition into the care setting. A relative explained how the registered manager had visited them to discuss the service. They added, “Right from that first meeting it felt right”.

One professional explained, “Like most care homes we work with, our relationship is built on trust and professionalism to ensure that information we share is timely and accurate…ensuring that there is a holistic approach when completing pre-admission assessments in supporting individuals going into the care homes”.

Care plans were created based on these discussions and explained each person’s needs, along with instructions for staff on how to support them. They were reviewed to make sure they still reflected the person’s needs and preferences. People and their relatives were involved in creating and updating these care plans.

Staff kept daily notes about the care and support provided. Handovers at the start of each shift gave them the chance to share any updates or changes to people’s care needs or routines.

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 highlighted any specific risks, and recognised assessment tools were used to support the management and monitoring of care. For example, the Waterlow assessment was used to identify people at risk of developing pressure sores. A visiting health professional confirmed no one at the service currently had any pressure damage and said, “We have no concerns about people here.”

Staff knew people well and worked effectively with visiting professionals, such as GPs and specialist nurses, to support and manage people’s health needs. They followed the advice provided by these professionals. This collaborative approach helped ensure people received consistent, well-informed care, supporting better health outcomes and promoting their overall 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.

Effective communication and positive joint working were in place between the service and external professionals to support people with their care and treatment.

People were supported to access a range of external healthcare services, including specialist professionals and hospital outpatient appointments. Staff made timely and appropriate referrals for additional support. Advice from professionals was clearly recorded and followed. This approach helped ensure people received timely, coordinated care, reducing delays in treatment and supporting better health outcomes and overall wellbeing.

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 encouraged to maintain their independence, and staff supported them to make choices and have control over their daily lives.

People’s health and wellbeing were monitored utilising recognised systems and tools. For example, the malnutrition universal screening tool (MUST), which helps to identify people at risk of malnutrition. This enabled any weight or nutritional concerns to be identified quickly, and dietician advice sought. A relative shared that their family member’s health had improved, including a much-needed weight gain. The added, “They [staff] are fantastic here. They do a grand job”.

Dietary needs were reviewed, with people’s preferences, requirements and any allergies recorded when they arrived. This information was shared with kitchen staff to make sure meals met each person’s needs. The cooks prepared suitable options for people requiring modified diets. This helped ensure people received safe, appropriate and enjoyable meals, supporting their health, dietary needs and overall satisfaction.

Overall, people said they enjoyed the meals and confirmed they were always given a choice. Comments included, “The food is good. I’ve never been given something I don’t like” and “I like the food. It is nicely presented and we get a good choice”.

The provider routinely monitored people’s care and treatment to continuously improve it. They ensured outcomes were positive and consistent, and they met both clinical expectations and the expectations of people themselves.

People experienced timely and responsive care. Staff recorded and reviewed key information to support the monitoring of people’s health and wellbeing. This included monitoring food and fluid intake when required, monitoring weights to identify any significant changes, and maintaining checks and records to help reduce the risk of skin damage.

Staff quickly identified and acted on changes to health needs. They responded promptly, involving external professionals when required. Relatives told us they felt included and were kept informed of any developments. This proactive approach, alongside effective communication with external professionals and relatives, helped to maintain and improve people’s wellbeing.

One person had experienced significant problems which had reduced their mobility. They said since moving to Compton View, they had begun to move much more with the support of staff. They added, “They are very helpful and very good to me.”

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

The provider had systems to ensure the Mental Capacity Act 2005 (MCA) was applied effectively, supporting people who lacked capacity to make specific decisions about their care. Where more complex decisions were required, relatives and individuals with Power of Attorney were appropriately involved.

Staff demonstrated an understanding of the Mental Capacity Act 2005 (MCA). We observed staff gaining consent and explaining the support they were providing before assisting people, helping individuals feel involved, respected, and reassured. Support was delivered at each person’s own pace and in line with their preferences, with staff offering guidance and assistance with decision-making where needed.

People told us they felt heard and staff respected their individual choices. The provider ensured people’s rights and freedoms were upheld in accordance with legislation and best practice.