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.

People’s needs were assessed before they began using the service. These initial assessments identified and documented the support people required, including for example, support with personal care, medicines, communication, and diet and nutrition. Information gathered during the assessment process was used to develop personalised care plans and risk assessments. People using the service, their relatives, and relevant health and social care professionals were involved in these discussions to ensure individual needs and preferences were fully considered and met. We saw that people’s care plans and risk assessments were regularly reviewed to ensure they remained up to date and reflective of people’s current needs.

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.

Recognised risk assessment and monitoring tools were used appropriately to track improvements or concerns. These were integrated into the care plan system. The management team had oversight of these and planned action appropriately with the involvement of family and the staff team. The service had links with other organisations such as tissue viability services, and speech and language therapists.

Staff received training in line with current good practice guidance. Staff told us how they worked alongside the GP’s, social workers and other health and social care professionals to ensure referrals were made appropriately and any recommendations were acted upon. For example, people’s ability to eat safely and maintain a healthy weight were assessed and monitored and appropriate action taken. Staff were knowledgeable regarding people’s eating requirements, and this was clearly recorded to ensure all changes were shared. Where needed, advice was sought from healthcare professionals on how people’s diets should be adapted to suit them. Information was available in the kitchen to ensure people received appropriate drinks, meals and snacks to match their needs. Food and fluid charts were completed to monitor people’s intake, which allowed staff to provide support and encouragement to people who were struggling to eat and drink. The chef was knowledgeable about the people he cooked for and what specific diets were required to meet their health needs.

We saw evidence of a monthly analysis of infections, weight loss and gain, and falls, which recorded action taken and the referrals to the appropriate health professionals.

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 had access to a range of health and social care professionals.

People and their relatives told us they had access to healthcare professionals when they needed them. Staff explained that people were supported, where required, to attend appointments with a range of professionals. For example, diabetic team, occupational therapists and tissue viability team.

There was a weekly visit by professionals to review people’s healthcare needs. Staff found these helpful in getting support for people living in the service.

The management and staff teams worked jointly with other services and professionals to ensure people received effective and timely care. There were good relationships between the service and external professionals, such as district nurses and dementia specialists.

One professional told us, “Staff are knowledgeable, and caring towards their residents and it is a welcoming environment, with lots of activities taking place to keep the residents entertained, if I could suggest one thing, I would say fresh air.”

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 encouraged people to remain independent and keep mobile. One person said, “Staff encourage me to do things but are also there to help me,” and “Foods pretty good, the chef is good, lots of choice and home cooked.” Families told us, “Staff ensure my loved one gets everything they need to stay well, both physically and mentally, balanced food, company, they invite them downstairs to be with other people, plenty of drinks, I know the doctor is involved.”

There were processes in place to guide staff about how to support people to lead healthier lives. People were encouraged by staff to eat healthy meals and drink regularly to maintain their physical health. They were encouraged to walk and be active, and to take part in activities. Care documents showed there was evidence of regular reviews and input from the GP, Optician, Dentist and Chiropodist.

Equality and diversity were embedded in the principles of the service, and the provider a policy in place to protect people and staff against discrimination.

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.

Processes in place meant the registered manager had good oversight of people’s care and support. People’s care plans were updated monthly, or sooner if there had been a change, to ensure staff had the current information to provide effective care. The electronic care system meant when changes were needed these were made without delay. This meant staff had accurate information to support people effectively. People and their relatives were involved in their care, and people were supported to maintain their independence.

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

People were encouraged to make decisions about their daily lives. They could choose when to bathe or shower, what food and drink they wanted throughout each day, what clothes to wear and where they wanted to spend their time around the home. In relation to personal care, one person told us they shower twice a week, “But I could have one every day if I wanted.”

The Mental Capacity Act 2005 (MCA) provides a legal framework for making particular decisions on behalf of people who may lack the mental capacity to do so for themselves. The MCA requires that, as far as possible, people make their own decisions and are helped to do so when needed. When they lack mental capacity to take particular decisions, any made on their behalf must be in their best interests and as least restrictive as possible. Staff had a good understanding of the need to gain consent, and that people had the right to decline care.

We reviewed assessments which were completed in line with the principles of the MCA.

Staff knew about the importance of gaining consent from people before supporting them and never forced people to do things they did not want to. We observed consent before carrying out tasks and staff knocking on people’s doors before entering.