Himley 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.

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 and their relatives were actively involved in care planning, and care plans reflected a person‑centred approach. Assessments of people’s needs were completed before they moved into the home and involved the person and their relatives. Where needed, external professionals were also involved to support the planning of care and support.

Regular reviews of people’s care plans were carried out. Care records and care plan audits were completed by the management team, which showed ongoing oversight of people’s care. For example, people’s weights were monitored and recorded. Any weight loss was followed up promptly, with referrals made to the speech and language therapist (SALT) and dietitian where needed, to explore potential causes and provide appropriate support. Assessments were detailed and involved people, their relatives and relevant professionals, capturing individuals’ needs, preferences and how they wished to be involved in decisions about their care. This demonstrated the provider had an effective system to assess people’s needs.

The provider planned and delivered people’s care and treatment with them, including what was important and mattered to them. People were involved in decisions about their care and support, which helped ensure care remained personalised and responsive to individual preferences and needs.

People told us they had enough food and drink to meet their nutritional and hydration needs. Staff understood people’s preferences, including how they asked for food and drinks and where they liked to eat. This supported a positive and flexible approach to mealtimes.

Staff said they had access to the training needed to provide safe and effective care. Training supported staff to meet people’s needs and follow good practice. The service worked closely with health professionals, including GPs and other specialists, to review people’s care. This helped ensure care and treatment continued to meet people’s needs and responded to changes in their health.

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 spoke positively about communication within the team and with management. One staff member told us, “We have daily handover meetings,”, while another said, “Our management is approachable.” This helped ensure important information was shared and people’s needs were understood.

Staff described strong teamwork and felt supported by colleagues across the service. This promoted consistency in care and helped staff respond effectively to people’s needs.

Staff worked effectively with external professionals, including GPs, community health teams and social care partners, to support people’s health and wellbeing. Information was shared in a timely way to help coordinate care, respond to changing needs and ensure continuity when additional support or specialist input was required. Relatives told us they were kept informed about their family members’ lives and 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 encouraged and supported people to be involved in managing their own health and wellbeing as much as possible. This included offering choice, explaining care and helping people make decisions about their daily routines.

People were supported to access routine health monitoring to help them stay healthy. Health professionals visited people at the home and regular medicine reviews were completed. People were also supported to attend or take part in health appointments where possible, which helped them remain involved in reviewing their health needs.

We observed staff encouraging people to move around and stay active, rather than remaining seated for long periods in the lounge.

People’s emotional wellbeing was equally prioritised. We observed staff interacted with people in a caring and compassionate way, showing empathy and patience.

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.

Care was planned around people’s preferences, interests and daily routines. This was reflected in personalised bedrooms and care records. For example, one person’s bedroom was furnished using furniture they preferred and decorated in a way which reflected their choices. Care records included details of people’s interests and hobbies, which helped staff support meaningful routines and positive quality of life outcomes.

Staff monitored outcomes linked to people’s health and wellbeing on an ongoing basis. Incidents were clearly recorded, reviewed and learned from. Where staff identified changes in people’s health or wellbeing, referrals to specialist services were made promptly. This helped ensure people received timely support and reduced the risk of deterioration.

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

Staff recognised the importance of gaining consent before delivering care, support or treatment, and ensured people were involved in decisions as much as possible. People were given information in a way they could understand, helping them make informed choices about their care.

Staff supported people to make their own decisions wherever possible. They took practical steps to help people understand what they were consenting to, including offering explanations, which allowed people time to consider their options and by checking people’s understanding with them.

Mental capacity assessments and best‑interest decisions were completed when required and involved relevant people, such as family members, healthcare professionals or advocates.

Staff, who received Mental Capacity Act training, described working with families and external professionals to ensure decisions were made in the person’s best interests. Consent and decision‑making processes were recorded within care records, providing an audit trail and supporting person‑centred care.