18 Argyle Road

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

People's needs were assessed and planned for in a person-centred way. People were supported to be healthy and access healthcare services when needed.

Staff worked closely with families. Staff worked with external professionals to help provide care and support which reflected best practice. The home worked within the principles of the MCA. Staff spoke positively about working at the service. Staff said they were well supported by their colleagues and management and there was a positive working environment.

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 care and support was effective. Staff assessed and reviewed people’s health, care, wellbeing and communication needs with them.

Communication tools were tailored to each individual and available to people to help enable them to express their views, wishes and to make decisions. For example, some people had picture cards they used to communicate.

People’s preferred communication style was used so that they could have their views, opinions and feedback captured and acted on. Staff explained that some people used specific gestures to communicate. For example, a person tapped their knee to indicate they wanted a biscuit.

People’s care and support was planned and delivered in line with what they wanted. This was done in line with legislation and current evidence-based good practice and standards. People were supported to choose and cook their own meals and had access to food and drink whenever they wanted it. People’s dietary, cultural and religious preferences in relation to food were catered for. A person in the home followed a dairy free diet and staff supported the person to meet this.

Staff had undertaken training to understand and implement best practice. The manager told us they kept informed of best practices and shared this information with staff during supervisions and team meetings.

Management shadowed new care staff and supported them to learn how to follow best practice. They had information and training which reflected good practice guidance and legislation.

Staff were provided with guidance and additional training when needed. This had helped staff to deliver more appropriate care that was tailored to people’s needs.

Staff worked well as a team, sharing information with one another as necessary to help ensure people experienced continuity of care. Staff told us they were supported in their work and felt valued working at the home. They spoke positively about communication between staff and felt comfortable reaching out to their colleagues and management for support. A member of staff told us, “The support is good from the manager.”

Assessments were reviewed regularly by staff. Staff and management were proactive in facilitating discussions to help support seamless care and support between professionals.

There was a system in place to help ensure people’s health and well-being was monitored. Relatives told us staff monitored their health and wellbeing and were supported to stay healthy. Staff recorded people’s progress on daily notes. This included areas such as nutrition, hydration, activities and health concerns. This helped staff keep informed of people’s progress and take necessary action if people’s health changed.

The home worked collaboratively with healthcare professionals.

Outcomes were set for people in their care plans. These detailed how people wanted to be supported to achieve their goals and outcomes.

Daily notes were completed by staff. These enabled staff to monitor people and help staff respond to people’s changing needs promptly to help promote positive outcomes.

Care plans we reviewed showed evidence of outcomes being monitored and progression towards goals.

An appropriate MCA policy was in place. Staff had completed Mental Capacity Act (MCA) training. Staff were aware of the importance of giving people time to make their own decisions where possible. Management was aware of the importance of making decisions in people’s best interests and not imposing unnecessary restrictions on people.



Relatives told us they were involved in their family member’s care and support. People were supported to consent to their care and treatment where possible.

Where people lacked capacity, appropriate applications for Deprivation of Liberty Safeguards (DoLS) were in place.