Grove Place Retirement Village

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 told us they had been involved in the assessment of their care and had a care plan, which we saw reflected people’s needs. A relative commented about their loved one’s assessment, “When it was set up, I got involved, and then when there was a review.”

Staff understood people's assessed needs and confirmed processes were in place to regularly review care plans and update them if people's needs changed. Staff said, “Care plans are detailed and clear and updated whenever required.” The provider had processes in place to ensure they monitored and had oversight of people’s care plans.

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.

The provider's policies reflected national legislation and good practice guidance, to direct and inform staff. The provider had policies in relation to common risks to people, such as falls, both to guide staff about the actions they should take to prevent them and what to do if people did experience a fall.

People's records detailed their nutrition and fluid needs, including details of any associated risks and how these were to be managed. For example, the foods staff should avoid giving to people if they required a modified diet, in order to manage the risk of them choking. People who required support with their meals chose to either receive staff support, or if they wished a meal could be provided from the retirement village’s restaurant. A person told us, “The meals at the restaurant are good.”

Staff used recognised clinical tools to assess and monitor potential risks to people associated with malnutrition and skin damage where required. This enabled them to identify if the person was at risk and to take any required preventative actions.

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 said information about any changes to their care was shared effectively within the staff team. Staff confirmed there were processes in place to ensure information was shared both between staff shifts and to update the staff team as a whole about any changes to people's care.

Partner agencies said there was good communication between them and the service and that staff provided them with detailed information which enabled them to respond to risks to people appropriately. The registered manager provided examples of where working closely with the continence service and the occupational therapy service for example, had ensured people swiftly received the products or equipment needed for their care.

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 to retain their independence and to be physically active. People could be referred to physiotherapy, or use the onsite gym, or swimming pool for exercise. A person confirmed staff supported them to undertake their daily exercise, as per their care plan.

People’s records showed staff provided the level of support people wanted with their health care needs. If people wished to arrange their own medications or appointments then they did so, or if they required staff support, or assistance with transport, this was arranged for them.

Staff received training in areas such as diabetes, catheter care and pressure relief. This ensured they had the knowledge to identify concerns and to respond appropriately. A health care professional confirmed staff understood how quickly pressure damage could occur to people’s skin, and the need to act swiftly.

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.

People said they experienced positive outcomes from their care. The registered manager told us people’s care needs were all documented on the provider’s electronic care planning system and each identified care need had a planned outcome. Staff had read people’s care plans and understood the aims for the delivery of people’s care.

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

People told us they had been consulted by staff about their care plan and asked for their consent. People were asked to sign their paper copy of the care plan and their consent was then noted on the provider’s electronic care system. The registered manager advised the provider was investigating how to enable people to sign their electronic care plan.

Staff had completed training on the Mental Capacity Act (MCA) 2005 and understood its application to their role. Although no-one currently supported required a MCA assessment, the registered manager provided examples of actions they had taken when people had lacked the capacity to make a specific decision.

The registered manager ensured where people had a lasting power of attorney this was recorded and verified, to ensure only those authorised to do so made decisions about people's care.