Human Support Group Limited - Oaklands

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 was the first inspection of 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.
When receiving a support plan from the local authority an assessment was also completed by the service to ensure people’s needs could be met. This could involve a visit to their home if the person was previously living independently.
Care plans were reviewed annually or whenever necessary due to changes in care needs. A communication booklet was used to ensure any changes in care were communicated to staff.
Several relatives were actively involved in their loved one’s care and informed in person of any changes and review of care needs. Phone calls were made to relatives who could not visit the service regularly. One of the relatives we spoke to said “.I have a paper care plan which they always keep up to date. I cannot fault them.”
The service worked well with other healthcare professionals to ensure care was consistent and appropriate. A registered nurse told us, “The manager is highly professional, approachable, and works closely with patients’ families. She is proactive in resolving issues and ensures clear communication with all parties involved.”

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.
The registered manager understood the importance of being aware of the current legislation and national standards. She regularly spoke to the commissioning teams, attended webinars and regional registered manager meetings. Information was subsequently shared with the staff at meetings and through an app that staff all had on their mobile phones.
We observed a coffee morning in the lounge where people were offered a variety of drinks and foods and an afternoon tea was planned for that afternoon. People had enough to eat and drink to prevent malnutrition or dehydration and were supported to manage their dietary needs and associated risks.
 

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, teams and services worked together with people to effectively deliver coordinated, timely, consistent, person-centred care, support and treatment. Feedback from other health care professionals was extremely positive. A social worker, said, “Staff relationships with professionals are marked by respect and professionalism. Communication is timely and effective, emails are answered promptly, and relevant information is shared without delay, fostering strong collaborative partnerships.”
Staff said they could access the information they needed. When people moved into the service the care coordinator created a care plan with that person and a representative where appropriate. People’s care files were in their flats and a consistent staff team ensured consistency and familiarity. One member of staff told us “The service works well to promote the continuity of care. I have a clear understanding of the handover process.”.
 

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.
People’s day-to-day health and wellbeing needs were met, resulting in positive outcomes. One relative shared that staff were supportive and engaging, saying, 'They try to help her socialise, chat, and laugh with her too.'"
Care reviews were completed with the person and a feedback process called ‘the voice of the customer’ enabled people to say if they felt they were being given choice of meals with follow up actions where necessary.
Leaders we spoke with said they ensured people were being supported to be as independent as possible through spot checks, competency checks and speaking to families. A variety of activities encouraged an active body and mind, including Tai Chai and a visit from a Steel band.
A registered nurse who works with the service told us “I have observed carers preparing and cooking meals with care, ensuring patients are well nourished while maintaining high standards of hygiene.”
 

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.

A consistent staff team meant carers were sensitive to changes in people’s needs. Care plans were scheduled to be reviewed annually but staff told us reviews also took place if the person’s needs changed or there was a change in circumstances.
Feedback taken from relatives ensured that care was appropriate and helped to identify areas of review. For example, one feedback form said “(Relative name) is going to request a shower chair to make it easier for his mum to receive personal care.”

The management team demonstrated a clear understanding of what positive outcomes look like, in line with relevant legislation and national standards. A best practice forum consisting of senior staff from operations, health and safety, the quality team, human resources and the legal team worked together to achieve this standard. This forum reviewed legislative changes and how they impacted on their policies and process which were then updated as required.
 

The provider told people about their rights around consent and respected these when delivering person-centred care and treatment.
Staff had training in the Mental Capacity Act and showed good understanding of consent, evidenced by the care plan stating, “I would like carers to ring my doorbell before they enter”. This action was clearly documented in the daily care notes each time they visited to deliver care.
People were involved in decisions about their care and where a person lacked capacity a best interests assessor reviewed the care and support plans. One person lacked capacity to be able to identify the risks associated with using the stairs without assistance. A best interests decision was made to restrict access to the main security doors by not allowing the person to have possession of the fob used to unlock them. However, they were still able to leave their room and access the corridor, ensuring that restrictions were proportionate and not excessive.