Everlife (Swindon)

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.

People’s needs were assessed prior to them receiving support. The registered manager told us, “We take referrals, most of the time we will get social services paperwork, so we have a record of everything discussed, we then form a contract, go and see the customer and go through their care plan.” We did not receive any concerns from people or relatives regarding the assessment process. People said their care plans were regularly reviewed, every 3-6 months.

Some areas of risk had not been adequately assessed, which meant staff did not have all information to mitigate these. We raised this with the registered manager who has now implemented these. The registered manager felt the new care planning software would ensure all needs were assessed more effectively going forward.

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 ensured care and treatment was evidence based by utilising policies and procedures from an external policy company. This meant policies were regularly reviewed and in line with current legislation. The registered manager also worked closely with other local care providers and shared learning. They also attended CQC workshops and had regular engagement with a local provider forum.

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.

There were processes in place to support team working. For example, there was a messaging group which staff could be a part of. The registered manager told us, “We moved away from specific staff meetings and added them to the annual practical training day. I keep a crib sheet of items for discussion.”

Staff worked effectively with other professionals. For example, one person told us the service liaised with a range of services on behalf of them.

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 told us staff supported them with their health conditions. Staff had received training to support people to eat healthily. Training covered areas such as eating a balanced diet, principles of healthy eating, and how to promote good nutrition.

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. People’s care was regularly reviewed to ensure it was relevant and up to date. Where people required monitoring, this was added to the care planning system so that staff were aware. For example, if a person had a fall, staff monitored the person for any signs of ill effects for 7 days.

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

People’s consent was obtained before care was put in place. Where people lacked capacity to consent, an appropriate mental capacity assessment and best interest decision was completed. Staff had completed training in the Mental Capacity Act.