St David's House

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. Assessment of care needs included person’s health diagnosis and how this affects the person, environment, support needed to make own decisions, personal care and moving and handling, nutrition and hydration, social inclusion and medication support. This information formed people’s care plans. Relatives confirmed they were involved and attended care reviews with their family member. The documentation we reviewed showed people’s needs were consistently monitored and reviewed, ensuring staff had up to date information about the care and support each person required.

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. People, and where appropriate, their families were involved in creating care plans and risk assessments. Assessments had been completed using nationally recognised processes, covering key areas such as mobility, medication needs and external and internal risks within the home environment. This collaborative approach ensured people received the appropriate level of support they required while maintaining as much independence as possible.

Staff 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. People had health action plans in place. These were personalised to people and provided information of their health care and support needs and professionals involved in their care. For example, the district nursing team for catheter care and management. Staff told us they worked well together and there were effective systems in place for communicating with each other, including handovers and meetings.

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 worked with other agencies to ensure positive outcomes for people such as, district nurses, GPs and specialist services and consultants. Staff supported people to access appropriate healthcare services when required. For example, a referral had been made to the occupational therapy team to put measures in place to reduce the risks of falls for a person.

The provider routinely monitored people’s care and treatment to continuously improve it. They ensured outcomes were positive and consistent, and they met both clinical expectations and the expectations of people themselves. Records detailed clear goals and outcomes for people, and this included instructions for staff. Care plans and risk assessments were personalised and clearly tailored to reflect the persons specific background, daily routines, and individual needs. For example, 1 person’s personal outcomes included wanting to continue living in their own flat, with the right level of support to help them feel safe, comfortable and well cared for and wanting to feel in control of their daily routine and be able to continue doing the things they can for themselves.

The provider told people about their rights around consent and respected these when delivering person-centred care and treatment. People had been fully involved in their care plans and had consented to the care, and support staff provided them. The registered manager understood their responsibilities under the Mental Capacity Act (2005) to assess people’s capacity if people lacked the ability to make their own decisions. Staff had received Mental Capacity Act (MCA) training.