Kingsley

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 67 (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 did not make sure people’s care was effective because they did not check and discuss people’s health, care, wellbeing and communication needs with them. No systems were in operation to regularly assess people’s needs to ensure staff were providing care and support in the best way possible to maximise people’s health and independence. People’s needs had changed over time, some people had developed new skills and whilst other people’s needs had changed as they had got older. There was a risk changes in people’s needs and wishes would not be recognised because assessments were not completed.

The provider did not always plan and deliver people’s care and treatment with them, including what was important and mattered to them.

The registered manager worked in line with the principles of our Right Care, Right Support, and Right Culture guidance. However, nationally recognised tools, such as Distress and Discomfort Assessment Tools (DisDat) were not in place. DisDats identified how people communicated distress or discomfort to help staff and health care professionals understand what people were telling them. Some people communicated their anxiety through their behaviour and it was important for health care professionals to understand what people were telling them and how to avoid them becoming distressed, for example, when they were in hospital.

People were supported to manage their health conditions such as diabetes following national evidence based guidance. Staff described to us how they supported people to eat a healthy diet, low in sugar.

The small staff team worked together well to support people. Staff discussed any changes in people’s needs at the start of the shift and these were recorded for everyone to refer back to. The registered manager had built a positive working relationship with people’s GP surgery and the care coordinator. They worked together to ensure people’s GPs had all the information they needed to make decisions about people’s care and treatment and avoid any delays.

Staff supported people to share their feedback with social workers and other professionals when they completed reviews. Reviews were often undertaken by professionals who had not met the person before and did not understand their communication needs. Staff support helped people to advocate for themselves and explain their experiences of the care they received. Staff had worked with health care professionals to put anticipatory care plans in place for people.

The registered manager 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. They had identified when people’s needs were changing as they got older and health care plans had been completed with heath care professionals.

Staff supported people to manage their health care needs. They described to us the signs they would see if people were becoming unwell or needed treatment. They knew who to contact when to get people the treatment they needed, such as a catheter change or treatment for an infection. People were supported to attend regular health checks such as eye tests and medication reviews.

The registered manager routinely monitored people’s care to continuously improve it. They ensured that outcomes were positive and consistent, and met people’s expectations. For example, staff told us one person was not able to brush their teeth without support. Reviews showed one person’s confidence continued to develop and they were engaged in more in their local community, including shopping trips, going to the cinema and using buses and trains.

The registered manager and staff understood people’s rights around consent and respected these when delivering person-centred care.

We observed staff offering people choices in the way people preferred and respecting people’s choices. People told us how they were involved in making day to day decisions such as what went on the menu, where they went and what they did. When people were unable to consent to treatment, decisions had been made in their best interests by others who knew them well, including health care professionals, staff and family members.

People were not restricted and were free to come and go as they pleased. Everyone preferred staff to support them when they went out. However, people knew how to unlock doors and did this when we left the service.