Herons Park Nursing 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 requires improvement. At this assessment the rating has changed to 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 always made sure people’s care and treatment was effective by thoroughly assessing and reviewing their health, care, wellbeing and communication needs with them.

People’s needs were assessed before they began using the service. A relative told us, “From the first time I visited, I was made to feel welcome, all questions and concerns for their wellbeing were answered and reassurance provided prior to the move. Planning with the hospital was done in a very timely manner by [staff].”

These initial assessments identified and documented the support people required, including for example, support with personal care, medicines, communication, and diet and nutrition.Information was gathered from people and, where appropriate, their families. This information was used to develop care and support plans which reflected people’s needs and preferences. Staff reviewed care plans regularly and updated them when people’s needs changed. We saw 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.

People’s nutritional needs were understood and supported. The kitchen maintained clear information about individuals’ dietary requirements, including modified diets and personal preferences. Menus offered a variety of choices, including alternative options, and people were offered snacks and drinks throughout the day to support their nutritional intake.

One person told us, “I would give the food 9 out of 10. [Staff] the cook is the best, there’s 2-3 choices. Yesterday I didn’t fancy the menu, and they made me an omelette instead.”

People’s care and treatment were reviewed regularly, with staff seeking specialist advice when required to ensure needs were effectively met. The registered manager and clinical staff used nationally recognised tools to assess people. This included MUST (a malnutrition risk assessment) and Waterlow (skin integrity) assessments. Together these helped staff build a clear picture of people’s health risks and care needs. Each assessment or tool was reviewed on a monthly basis to help ensure it accurately reflected the current situation. This also helped staff to identify changes which may require further healthcare professional input.

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 worked effectively with each other and with external professionals to support people’s health and wellbeing. A person told us, “The doctor comes in once a week, they come on Tuesdays, I think. They did call them specially for me once.”

Staff shared information through handovers, meetings and digital records, ensuring people only needed to tell their story once. Staff valued multidisciplinary working and sought advice when needed. There were good relationships between the service and external professionals, such as district nurses, GP and Care Home Team.

A professional told us, “I have always found the manager and deputy manager very approachable and supportive. The care and nursing staff appear to know the residents well. I have witnessed lovely activities taking place with entertainment for residents. Families and their loved ones have always been positive about the home.”

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 access a range of support around nutrition, hydration, lifestyle choices and emotional well-being. Care records gave staff detailed information about people’s health conditions, how these might affect the person and when staff should raise concerns.

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, Speech and Language Therapist (SALT) and district nursing team.

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 received regular reviews to ensure their care plans remained accurate and responsive to their changing needs. A member of staff told us, “If people's needs increase, we have a meeting with heads of departments, and ask to increase staff, if someone is unwell or unsettled, it's at the registered manager's discretion and she does listen.”

People’s care plans were updated on regular basis, 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. One person commented, “The nurses here are really on the ball.”

Staff worked in partnership with external professionals to support a coordinated approach, ensuring any required treatment or interventions were arranged promptly and in line with people’s wishes and preferences.

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

Staff understood the need to obtain people’s consent prior to providing care. This included following the principles of the Mental Capacity Act (MCA). Capacity assessments had been carried out with people in the presence of family or others involved in their care, to determine their level of understanding around their care needs. This included living in an environment where their food, drink and medication was provided for them. Where decisions were made about a person’s capacity these were clearly recorded. Where people had capacity to make their own decisions, for example about their data or having their photograph taken, this was captured appropriately in care records.

People told us their choices were being respected. A person told us, “I feel I have choices, if I want to stay in bed I can.” Another person told us, “Nobody wakes me in the morning I get up when I like.”