Eleanor Nursing & Social Care Ltd - Poole Office

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• 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 service made sure people’s care and treatment was effective by assessing and reviewing their health, care, wellbeing and communication needs with them. People’s care and support needs were assessed before they started to use the service. The service had carried out pre-assessments and had included information from healthcare professionals. Staff had access to information about people’s needs immediately, through the provider’s electronic care planning system. People’s care and support needs were assessed, reviewed, and updated as required. External professionals were positive about working with the service and comments included, “The service makes sure they get to know the person well, and this supports with positive outcomes.”

The service 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 were involved in creating their care plans and assessments; they were at the centre of all support provided by the service. The service delivered the care people needed, when they needed it. Staff told us they worked with people following good practice guidance, this included working to support people’s nutritional needs and medical conditions.

The service 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 told us the information about their care was shared appropriately. Staff kept detailed records of their care and support visits, these were shared when needed. The manager had oversight of records and could access details of care as required, to share them with external professionals. A health and social care professional told us, “I can honestly say their contact is very timely. For example, we had a concern regarding a person’s ability to use some equipment. I was contacted and I was able to arrange a joint visit for the person on the same day. This concern was managed and risks were reduced.”

The service supported people to manage their health and wellbeing to maximise their independence, choice and control. The service supported people to live healthier lives and where possible, reduce their future needs for care and support. People were supported to live a full and healthy lifestyle. People’s health needs were known to the staff. Health and social care professionals were positive about their working relationship with the service. A health and social care professional said, “The service does seek input in a timely manner. For example, if a person has a decline in needs, the service will communicate this to us as soon as possible and ask if a review of the care needs can be undertaken.”

The service 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 worked to enrich the lives of people. The registered manager gave examples of how people’s lives had improved since receiving care and support from the service. An example given to us, was a person who had not left their home for a significant period. Staff worked with the person and rebuilt the person’s confidence and abilities, enabling them to access their local community. Staff were motivated to ensure the best care for people. A member of staff said, “The office staff give us a lot of information about people, we are always putting people’s needs first.” The service worked closely with a variety of external professionals; the feedback was positive. A health and social care professional told us, “They are proactive and consistently support people to achieve more than simply meeting their personal care needs. Staff regularly seek input and work in partnership with individuals to enhance their overall quality of life.”

The service told people about their rights around consent and respected these when delivering person-centred care and treatment. People told us they were treated with respect and supported to live their lives. The registered manager told us they fully understood the requirements of the Mental Capacity Act 2005 (MCA). Decision making was supported by clear policies and processes. Staff had received training around the principles of the MCA. Records showed consent had been sought for the care provided. Policies and procedures underpinned practices to ensure people’s rights were respected.