Eeze Care London

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.

At our previous assessment, the provider was in breach of the legal regulation relating to consent to care and treatment. At this assessment, enough improvement had been made, and the provider was no longer breaching this legal regulation.

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 assessed people’s needs and choices before and after they moved to the service. Managers explained often people moved to the service in an emergency. They explained that they spent time speaking with the person, their relatives and others to find out about their needs. They observed how they responded to different care interventions and how they liked to communicate. The provider used this information to develop care plans. These were regularly reviewed and updated. Care plans were adapted as people’s needs changed and after they settled at the service.

Staff delivered evidence-based care. Care plans reflected best practice guidance for supporting people with a learning disability and autistic people. Staff had undertaken specialist training and demonstrated a good knowledge about appropriate care and support. The organisation provided advanced training for some staff to improve their skills and knowledge about managing challenging situations. These staff took lead roles in this area and shared their learning with others to help develop the skills and culture of the staff team. The provider developed personalised training packages when new people moved to the service. These were designed to upskill staff about people’s individual needs and how they communicated.

The provider was working towards accreditation with the National Autistic Society. This is a specialist accreditation which demonstrates good practices and commitment to reflective practice to improve the outcomes for people using the service.

Staff at the service worked well with each other and with external professionals. Staff had regular meetings and handovers. They discussed incidents together to ensuring learning from these. There were robust systems for written communication between staff. Staff made timely referrals to external professionals and asked for their guidance and support when needed. An external professional told us, “The company are very open and communicative. Our team have a longstanding and positive history with them.”

Staff supported people to live healthier lives. They worked closely with healthcare professionals to assess, understand and plan for people’s health conditions. Staff had training and guidance to ensure they could meet these. Staff followed guidance from external professionals. A professional explained, “Staff always take into consideration people’s complex mental and physical health needs.”

Staff supported people to understand and make healthy lifestyle choices, for example improving their diet and exercise.

There were systems to ensure staff monitored people’s needs and outcomes. People had a key member of staff who regularly reviewed their care. They met with people to discuss what they wanted and plan personalised goals. A person told us, “I have a keyworker meeting once a month. I say what I want to achieve and we set goals.” A professional commented, “I have seen evidence of some good work and followed the positive progress for a couple of young people over the last few years.”

Staff monitored people’s health and wellbeing each day. They reported any changes and made sure people received healthcare professional support when needed. Everyone had an individualised support plan which reflected their needs. Managers made sure these were followed.

The provider ensured people consented to their care and treatment. People were involved in planning their care and making decisions. People told us they were offered choices and staff always respected these. A person told us, “Staff make sure I have given permission before they do anything and before they enter my room.”

People read and signed agreements about different aspects of their care. Staff completed training about the Mental Capacity Act 2005 (MCA). They understood about people’s rights and how to ensure people could make informed choices. Staff worked with people to help them understand their symptoms and empowered people to understand when they may make unwise decisions. Staff worked with people to provide information about keeping safe and monitoring their own conditions.

When people did not have the mental capacity to make more complex decisions, the provider had systems to ensure they discussed these with the person and their representatives to help make these decisions in accordance with the MCA and in people’s best interests.