Redcourt

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 good. At this assessment the rating has remained good. This meant people’s outcomes were consistently good, and people’s feedback confirmed this.

This service scored 71 (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. Care plans provided a holistic overview of people’s needs, routines and preferences. For example, communication passports were in place which provided key information on a person, their communication needs and how they liked to be supported. People, and their relatives, were involved in routine care plan reviews. One relative shared, “I get invited to regular reviews, I think there is a copy in [person’s] room, the daily records I can look at any time.”

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.

People’s nutrition and hydration needs were met. Kitchen staff were knowledgeable on how to prepare modified diets and ensure people had enough to eat and drink and menus were developed in line with people’s preferences. Weights were regularly monitored and any concerns about health or well-being were promptly escalated to the relevant healthcare professional. The registered manager explained work was in-progress to strengthen the specialist support to people including work with external professionals to provide specialist training and guidance, such as different weight assessment techniques.

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 had access to relevant information needed to support people safely. Changes or updates to people’s needs were recorded in support records which were reviewed by staff daily. Staff attended meetings and handovers to communicate key updates. Staff all reported positive teamworking, one shared, “Everyone knows what to do, we are consistent.” And,“We have good teams and good management.”

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.

Staff worked well with appropriate agencies to ensure people’s health and wellbeing needs were met. Care records demonstrated healthcare advice was sought and followed appropriately. The service had links with the local learning disability team. People received regular support from the local GP who visited the service regularly. Staff were alert to changes in people’s presentation which indicated when they may be unwell.

The provider did not always routinely monitor people’s care and treatment to continuously improve it. While staff completed daily monitoring records, such as records of food and fluid intake, there was no oversight or auditing of these records.Overall, we were assured staff understood their responsibility to escalate any concerns, but lack of routine oversight by leaders to monitor themes limited opportunities to improve outcomes for people.

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

The provider followed the principles of the Mental Capacity Act (2005). Where required, mental capacity assessments and best interest decisions were in place for specific decisions around people’s care and support, in consultation with people themselves and those important to them. Staff were observed to ask for consent prior to supporting people.

People can only be deprived of their liberty to receive care and treatment with appropriate legal authority. In care homes, thiscan be donethrough a procedurecalled the Deprivation of Liberty Safeguards (DoLS),whichispart of the Mental Capacity Act 2005(MCA).We found the service was working within the principles of the MCAand how they managed DoLS within the service.