Agaped Healthlink Ltd

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 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.

People’s needs were assessed by the registered manager prior to them commencing with the service. The assessment covered all aspects of people’s care and support needs.

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 were involved in planning their care and support. Care plans were personalised and contained information on how people wished to receive their care and support. Should people require support to meet their hydration and nutritional needs, these would be assessed and a care plan put in place. A staff member told us, “I offer meals and drinks throughout my visits. If they don’t want anything, I try offering something else. If they still say no, I leave a snack or drink within reach and check in with their partner or family to make sure they’re okay.”

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 the information they needed to appropriately assess, plan and deliver people’s care and support. The registered manager explained that currently they were not working with other services. They recognised that as the service grew there would be a need for them to work in partnership with other agencies such as GPs, district nurses and at times hospital staff and the importance of sharing information to ensure people received consistent care. A staff member told us, “We do what we can to support people’s health and well-being during our visits. If something is outside of our role or needs medical attention, we contact the right professionals, like district nurses, GPs, 111, or podiatrists to make sure the person gets the right care.”

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.

Daily records contained information of the care provided and the person’s wellbeing. This provided a handover for staff to ensure important information was shared and people’s care and wellbeing were monitored.

The registered manager recognised the need to work with other health and social care professionals as they took on additional packages of care, to support people to live healthier lives.

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 staff involved people in planning their care and support. Care plans were regularly reviewed and updated to reflect any changes to care and support. Daily records were completed to monitor people’s wellbeing and ensure action was taken if people’s emotional or physical wellbeing changed.

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

The Mental Capacity Act 2005 (MCA) provides a legal framework for making particular decisions on behalf of people who may lack the mental capacity to do so for themselves. The Act requires that, as far as possible, people make their own decisions and are helped to do so when needed. When they lack mental capacity to take particular decisions, any made on their behalf must be in their best interests and as least restrictive as possible.

People can only be deprived of their liberty to receive care and treatment when this is in their best interests and legally authorised under the MCA. When people receive care and treatment in their own homes an application must be made to the Court of Protection for them to authorise people to be deprived of their liberty.

The provider had systems in place to ensure the service was working within the principles of The Mental Capacity Act.