Clervaux Trust

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 before they moved into the service to make sure staff could provide the care and support they needed. This assessment considered how people wanted to be supported and any needs in relation to culture, religion or ethnicity. People and their relatives were involved in this process. Care and support needs were reviewed on a regular basis after people had moved in.

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 knew people well and understood their needs and preferences, for example recognising and responding to emotional cues and changes in presentation.A comprehensive training package meant staff knowledge was up to date and in line with good practice and standards. Mandatory training covered key areas such as learning disabilities, autism, dignity and equality and diversity.

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 quickly and flexibly with different services to ensure people had a joined up approach to the support they received from external professionals such as community learning disability teams and care managers. Staff knew people well and could hand over information confidently and effectively. Staff were supported by detailed, person-centred care plans.

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 helped people access healthcare professionals promptly and relatives described being informed quickly when concerns arose.

Staff arranged for people to see health professionals as required. Care records documented the engagement people had with health care professionals such as dentists, opticians and hospital specialists. Advice and recommendations were incorporated into care plans and followed by staff.

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 provider had effective systems in place to monitor and improve outcomes for people. Staff regularly assessed and reviewed the effectiveness of care and support, focusing on people’s health, wellbeing and quality of life. A relative told us, “Staff communicate well via email, calls and text about [person’s] wellbeing.”
 

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

The service was working within the principles of the Mental Capacity Act 2005 (MCA). Where people lacked capacity to make specific decisions, such as about their finances or medicines, mental capacity assessments and best interest decisions were in place. Staff understood the requirements of the Mental Capacity Act and associated codes of practice.