Dana Home Care

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 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.

Staff reviewed care regularly and updated support plans when needs changed. Families, advocates and professionals contributed to assessments where appropriate. Records showed assessments considered people’s communication needs, health conditions, behavioural support requirements, routines and personal preferences.

Care records reflected people's current needs and identified how staff should support them in practice. Staff demonstrated a detailed understanding of people's communication styles, routines and sensory needs and described how these informed day-to-day support. For example, records and staff feedback showed structured routines, visual communication tools and personalised support strategies were used to reduce anxiety and promote wellbeing.

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.

Staff used positive behaviour support approaches and adapted care to meet individual communication and sensory needs. Staff sought advice from professionals when people required specialist input.

Care documents showed that staff worked with learning disability nurses, psychologists and other professionals to understand behaviours and improve support. Following specialist advice, staff implemented Positive Behaviour Support approaches and adapted communication and support plans.

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 worked alongside occupational therapists, speech and language therapists, psychologists, social workers, colleges and healthcare professionals to meet health and wellbeing needs. Staff sought specialist advice when concerns arose and incorporated professional guidance into support plans and risk assessments.

Leaders described how they escalated concerns when professional input was delayed and continued to follow up outstanding referrals. This helped ensure people received coordinated support that reflected their changing needs.

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 recognised changes in health and wellbeing and responded appropriately. Feedback confirmed staff monitored health conditions, arranged appointments and sought professional input when concerns arose. For example, following a fall, staff requested an occupational therapy review and completed further health monitoring, which contributed to the identification of previously unrecognised low blood pressure and a review of the person's support arrangements.

Leaders described examples where changes in health prompted additional assessments and reviews. Staff supported people to attend appointments and implemented advice from healthcare professionals into daily support. Staff also worked with professionals to review equipment, medicines and support arrangements when people's circumstances changed.

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.

Staff monitored people's wellbeing and responded when needs changed. Leaders reviewed incident trends and used this information to improve outcomes. Reviews identified patterns in falls, health changes and behaviours, which resulted in revised support arrangements, additional monitoring and referrals to professionals.

Care plans and risk assessments reflected changes in people's circumstances. We saw examples where health concerns, behavioural needs and environmental risks resulted in changes to care and support. Staff and relatives described positive outcomes following these changes.

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

Staff sought consent before providing care and support. They understood the principles of the Mental Capacity Act 2005 and recognised when people required support to make decisions. Staff involved people in decisions wherever possible.

Records showed the provider completed capacity assessments and best interest decisions where required. Families, advocates and relevant professionals contributed to decision-making processes. Audit records demonstrated that managers reviewed Mental Capacity Assessments and Best Interest decisions regularly. Where additional Court of Protection or MCA [Mental Capacity Act 2005] documentation was required, managers sought information from social care teams and monitored completion through action plans.

Staff understood the principles of the Mental Capacity Act 2005 and applied agreed decisions consistently in practice.