Kingston 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

The service had made improvements. Information on people’s records about their assessed needs had improved. People were involved in assessments of their needs and their choices and preferences were used to plan and deliver their care and support in line with good practice and standards. Staff understood people’s needs and how to meet these in line with people’s choices and preferences. Staff worked well together and with others to make sure people experienced positive outcomes in relation to their care and support needs. Staff supported people to stay healthy and well and made sure people received prompt support if they became unwell or needed extra support from professionals with their healthcare needs. People’s care and support was monitored and reviewed at regular intervals to make sure this remained effective and helping people achieve positive outcomes. The service was working within the principles of the Mental Capacity Act (MCA).

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.

People’s needs were assessed and care and support was planned for them in line with their individual preferences. People, and others involved in their care, were involved in these assessments. This supported staff to deliver effective care to people, based on their needs. A relative told us, “The care plan was all done well.”

Staff knew people well and how to meet their individual needs. A staff member told us, “People’s care plans contain all the information we need to know about how to look after them and keep them safe.” Managers checked at regular intervals that staff had access to current information about people’s needs and these were being met in line with their individual preferences. The registered manager told us, “When I do the audits, I can review care plans to make sure that people’s needs are current and up to date. If needs change we let staff know straight away. So, it’s making sure care plans are up to date and reflect people’s needs. I would observe staff to make sure they are following people’s care plans. In my walkabouts I question the staff and check their understanding of people and their needs.”

Systems were in place to assess, monitor and review people’s needs. People, and others involved in their care, were routinely involved in assessments and reviews. This helped managers obtain the information needed to plan and deliver the care and support people required. Improvements had been made to people’s care records, which were individualised and reflected their preferences for how and when care and support should be provided.

People received care and support from staff, which was individualised, specific to their needs and in line with legislation, current practice and standards.

Staff feedback indicated they were well supported through training and supervision to deliver care and support to people in line with legislation, current practice and standards. This helped them to deliver effective care to people based on their needs and individual preferences.

Systems were in place to help staff deliver effective care to people in line with legislation, current practice and standards. Managers assessed, monitored and reviewed people’s needs at regular intervals which helped them ensure care and support was planned and delivered in line with people’s individual preferences. Staff were provided with regular and relevant training to ensure they were up to date with best practice guidance when delivering care and support to people.

People were supported by staff that worked well together and with other services. This helped to ensure a joined up, consistent approach to delivering safe and effective care to people in line with their individual needs.

Staff feedback indicated there was good communication and information sharing between the staff team at the service. The registered manager told us handovers, individual supervision and team meetings were used to ensure staff received current and relevant information about people and their individual needs. This supported a joined up, consistent approach to the delivery of people’s care and support.

Partners told us the service worked well with them to ensure a collaborative approach to the planning and delivery of care and support to people. A healthcare professional said, “They have made direct referrals to our service for second clinical opinion where clients have required inputs from different stakeholders.” Another healthcare professional told us, “Kingston Care Home works collaboratively with me in completing assessments, person centred care planning and reviews to meet the needs of service users.”

Systems were in place to ensure information was shared in a timely way by everyone involved in people’s care. This helped to ensure that care and support was planned for people that met their individual needs and preferences, safely and effectively.

People were supported by staff to stay healthy and well. People told us staff sought and obtained prompt support for their healthcare needs when they needed this, especially when they became unwell. One person told us, “I would tell a nurse or a carer if I wasn’t feeling well. They would get the doctor or give you medicine.”

Staff understood how people should be supported to stay healthy and well, in line with their assessed needs and preferences. They knew when and how to seek support for people if they became unwell.

Information about people’s healthcare needs was assessed and reviewed at regular intervals. This ensured staff had access to up to date information about people’s needs which helped them support people to stay healthy and well. Systems were in place to seek prompt support for people when they became unwell.

People experienced positive outcomes from the care and support provided by staff. People’s care and support was regularly reviewed to ensure this was meeting their needs and expected outcomes.

Staff understood how to support people to help them achieve positive outcomes in relation to their care and support needs. They monitored the care and support provided to people and knew what action to take if any improvements to this were required.

Systems were in place to monitor the care and support provided to people to ensure this remained effective. Staff undertook a range of health checks on people at regular intervals and concerns were reported immediately to the relevant professionals so that people received prompt support for their health needs. Records were maintained by staff of the care and support provided to people and their current health and wellbeing. Managers reviewed this information and used this to inform their ongoing assessment, monitoring and review of people’s care and support needs, and made changes where these were required.

People were supported to understand the care and support staff wished to provide them. This enabled people to consent to this if they wished. People could refuse to receive care and support and staff respected their decisions about this.

Managers and staff told us they had received Mental Capacity Act 2005 (MCA) and Deprivation of Liberty Safeguards (DOLs) training and were aware of their duties and responsibilities in relation to the MCA and DoLs. Staff said people’s care plans made it clear what decisions people could make for themselves. A staff member told us, “I will let people know what support I am about to provide them and will always seek their consent to go ahead before I do anything.”

The service was working within the principles of the MCA. Systems were in place to ensure mental capacity assessments were completed with people and others involved in their care. Where people could not make decisions and consent to their care, processes were in place to make sure any decisions would be made in their best interests. Appropriate legal authorisations were in place to deprive people of their liberty where this was deemed necessary to ensure their safety.