Angelica Care Mid Sussex

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 registered 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 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. The registered manager completed assessments with people. They documented their needs, wishes and preferences directly into care plans for staff to instantly access through a care planning app. People and their family members contributed during the assessment process to provide staff with a full understanding about people’s personalities, backgrounds and histories. Care plans were expanded on as additional information was gained and the registered manager reviewed care plans and gained feedback from people to ensure they were happy with the service. Assessments included people’s communication needs and any requirements they had in relation to these.

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. Nationally recognised assessment tools were in use such as for assisting a person to move and medicine practices. Professionals told us how Angelica Care Mid Sussex encouraged consistent support, one told us, “[Staff] always appear to be confident and competent in their dealings with patients. They appear comfortable using moving and handling equipment and seem to have good communication skills and can explain effectively.” The registered manager and staff consistently told us how people’s needs and what was important to them was central to how staff supported them. This was confirmed by people and their family members, one family member told us, “They do try to understand, they have been a big help to me I am glad I have them.”

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. The registered manager gave examples of working well in teams both within the service, the wider organisation, family members and external professionals. When the staff and leaders had identified a need the person may have, that was outside of what they were delivering in the care package they escalated this to the relevant agencies. For example, some people whose needs had increased were supported by Angelica Care Mid Sussex staff working in partnership with health partners.

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. Some people were supported with meal planning and preparation. A family member said, “I welcome the days that the carers help me with the food prep as it takes the stress off me for a while.” Staff consistently described supporting independence and empowering people to live healthier lives by listening to their needs, adapting care and ensuring they were responsive to people’s feedback.

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’s care records confirmed regular reviews were completed, and staff monitored people on a day to day basis. Where needed, referrals to healthcare professionals were made. A health professional gave an example of when staff recognised a change in the person’s needs and sought advice. They told us, “Staff know people well and advocate for them, for example when they need more care or they feel they are not safe in the community.” People and their family members consistently told us they were able to communicate with managers and staff and if any changes were made, they were fully involved in those decisions.

The provider told people about their rights around consent and respected these when delivering person-centred care and treatment. Staff had received training for the Mental Capacity Act and understood their responsibilities under this legislation. Staff consistently demonstrated their awareness of people's right to make choices including when they may be deemed unwise. Staff told us how they encouraged people who were living with dementia to be involved in day to day decision making. One staff member gave an example, “Personal care was a big one, they were quite reluctant, but with a regular staff member, they are quite happy now. It depends on the approach, with dementia not everyday is the same, a consistent approach really helps.” People told us staff consistently asked their permission for all decisions. Comments included, “They never ever just rush in and start things.” And “They are very good about asking if it is ok to [provide support].”