My Way Support CIC

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.

This is the first assessment for this service. This key question has been rated good.

This meant people’s outcomes were consistently good, and people’s feedback confirmed this.

This service scored 83 (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 moved into the service through initial assessments. The information gathered during the assessment was used to develop support plans and risk assessments. People's care plans were detailed, and regular reviews were undertaken. There was a creative, holistic and person-centred approach in ensuring people’s communication needs were met to maximise the effectiveness of their care and treatment. For example, people had a “Guide to a good day for me” in their care records. This was an overview of what was important to them, what they liked to do and how they should be supported. One professional told us, “They [Staff] are effective in identifying and managing risks linked to nutrition, hydration, mental health, environmental safety, choking risks and infection prevention. The person supported has a highly restricted diet due to their diagnoses, and staff work consistently and patiently to encourage a wider and more nutritious range of foods while respecting sensory needs”.

People received tailored supportwhichwas centred around their assessed needs,choicesand decisions. For example, care plans clearly outlined the person’s communication needs and preferred methods and were developed collaboratively with the person and their family. Each plan incorporated autonomy‑enhancing strategies and identified how staff should provide consistent support, setting out the person’s current needs alongside a clear pathway towards future goals, including opportunities for skills development and learning. The provider demonstrated innovation in their assessment practices. For example, digital tools were used to enhance communication with people who had sensory impairments or cognitive difficulties, ensuring no one was excluded from fully participating in their care planning. We saw 2 care plans which used images such as emojis and digital tools, such as electronic tablets, to help people be more involved in the assessment process.

The provider had ensured easy‑read; communication tools such as Makaton, photos and picture cards were available to help people understand risk assessments and care plans. This approach supported inclusion and peoples’ ownership of their own care.

The provider always 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. They worked to develop evidence-based good practice and standards.

The provider ensured people’s care plans were detailed and gave staff the right level of information to meet people’s needs. This included information about how people expressed emotions and signs of anxiety or distress. This information helped staff identify people’s needs and provide effective support.

Staff had recently identified changes in one person’s behaviours. This information had been promptly shared with professionals, who had provided staff with additional training and support on how to meet the person’s changing needs. The person’s family were kept fully informed and involved in the training, helping to maintain a consistent and reassuring approach. As a result, the person’s quality of life has improved, records showed their anxiety levels had reduced. Care and treatment were consistently planned and delivered in line with best practice, and evidence-based standards. Staff worked collaboratively with people to ensure what mattered most to them was central to care decisions. Clinical tools and guidance were regularly reviewed and used effectively to assess, monitor, and adapt support. This ensured interventions were safe, personalised, and designed to achieve the best possible outcomes. One professional told us, “Concerns are escalated promptly and appropriately, and the service seeks advice and guidance when needed”.

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 collaboratively to ensure people received consistent care which met individual needs. When people’s needs changed, care records were promptly updated, and information was shared with the team, so everyone maintained an up‑to‑date understanding of how to support people safely.

Staff and managers demonstrated strong multidisciplinary working and effective communication with external professionals. Staff described open, regular contact with GPs, pharmacists, psychiatrists, and other specialists to ensure people received coordinated and timely care.

People with specific healthcare needs were supported to access the right professionals, including clinical psychologists, dieticians, and community mental health teams. This meant people received consistent, well-coordinated support from professional’s familiar with their needs and communication preferences.

Staff described strong communication practices, including thorough handovers at the start of each shift, which helped them remain informed and confident in their roles. One staff member said, “We always have a really good handover before starting a shift. When people’s needs change, we always have access to this.” Another added, “I have absolute faith in the team I work with. They are all competent, knowledgeable and aware of people’s health needs and when we might need to seek routine or emergency medical advice.” This collective approach enabled staff to work effectively together to meet people’s needs.

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.

The provider and staff demonstrated a strong understanding of the health inequalities experienced by people with a learning disability and autistic people. Staff worked collaboratively to ensure people could access the healthcare and treatment they needed. People were supported to attend annual health checks, receive flu and COVID vaccinations, and access routine appointments with dentists, opticians and chiropodists. Staff also promoted healthier lifestyle choices, including around diet, which had led to positive outcomes, such as weight loss for people who had previously struggled. Where specific risks had been identified in relation to people’s dietary needs these had been effectively mitigated. For example, one person in a shared house required a celiac‑appropriate, gluten‑free diet. A dedicated toaster and a separate cupboard were provided to prevent cross‑contamination, and allergen‑management practices were firmly embedded in daily routines.

Staff supported people to actively engage and try new hobbies/interests. For example, people took part in weekly activities of their choosing, with some enjoying football in a nearby town and others participating in sailing or horse riding.

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.

The service had comprehensive systems to monitor and improve outcomes for people. Each person had personal goals identified within their support plans, and these were used to shape daily support and measure progress. Goals reflected people’s individual aspirations, such as education, travel, and personal independence. People were encouraged to pursue activities which promoted fulfilment and enjoyment. Some people had planned holidays, including short breaks and all-inclusive trips. Staff supported them to make informed choices about destinations, costs, and travel arrangements. People were involved in every stage of planning, from budgeting to selecting which staff member would accompany them. This helped build trust, choice, and confidence.

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

The service had an embedded culture which promoted people’s choice, control, and independence. Staff supported people to make their own decisions wherever possible and obtained consent before providing any care or support. For example, staff described how, before supporting someone with community activities, they took time to seek the person’s consent and agree the arrangements together. This approach ensured the person remained in full control of their decisions, with staff acting only to support people to achieve their goals.

Records showed when a person might lack capacity to make specific decisions, assessments were carried out in line with legislation. Where necessary, decisions were consistently made in people’s best interests with engagement from people, their representatives, and relevant professionals. Where restrictions were necessary to keep someone safe, this information was shared with care commissioners to enable referrals to the Court of Protection, in line with the Mental Capacity Act, 2005.