All 4U 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,treatmentand support achieved good outcomes and promoteda good qualityof life, based on best available evidence.This is the first assessment for this newly registeredservice. This key question has been ratedgood.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 care began. Assessments included detailed information about health conditions, communication needs, mobility, nutrition, continence, personal preference sand emotional wellbeing. For example, assessments for people with needs such as Parkinson’s, included clear clinical information and instructions from health professionals.

One person told us, “Care plans are a’ live’ document as well as having scheduled reviews like twice a year it is as or when.”

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 we spoke with expressed they felt in control of their care needs. Staff knew the people they were supporting well and could tell how they would escalate concerns around people’s health and care and gave examples of this.

The registered manager told us that they were moving to a new electronic system after recognising that the current system did not have certain features that would support the delivery of care such as emollient specific risk assessments. This change meant people’s risk assessments and care plans were even clearer than they currently were.

A professional told us “I have been very impressed with how they take on lower limb care, which is a new thing to social care, in my opinion. It has become quite complex with the varieties of creams and compression garments.” This is a delegated healthcare activity. A delegated healthcare activity is an activity that a regulated healthcare professional, such as a nurse, nursing associate, occupational therapist or speech and language therapist, delegates to a care worker or personal assistant.  

One relative told us The carers initiated mediquip bed/crash mats as [relative] kept falling out of bed. Without this we would be stressing out in case [relative] fell again”
 

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.

The staff team worked together in a collaborative way. Theprovidercompletedaninitialassessment with people to understand their wishes,needsand desired outcomes. This was shared with staff in a clear and transparent way, so staff knew how best to support people.Staff we spoke with expressed they felt they worked well as a team and had a shared dedication for caring for people who use the service. Staff understood the process of working with other services and coulddemonstrateexamples of this.

Professionalstold us thatthe service worked well withthem in the community which led to better outcomes for people.

Staff told us the on-call system was alwaysaccessible,and they were confident they would be able to reach a senior member of staff should they need to.

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 were actively consulted and involved on what was important to them and how they wanted to manage their health and wellbeing. Care plans focused on people’s strengths to ensure staff did not remove people’s independence and provided support in the areas where people required support. Care plans were strength focused, meaning staff encouraged people to remain as independent as possible, with clear guidance also available on how best to support people.

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.

Care plans were regularly reviewed and kept up to date.

They had a clear and structured processes for monitoring and improving outcomes, with staff recording detailed daily notes covering food and fluid intake, mood, mobility, and catheter outputs. One staff member explained, “I record daily care, food and fluid, and observe wellbeing; I report changes so plans can be updated.”

Leaders rang people on a regular basis to undertake telephone call reviews. People also told us they regularly visited them in their homes. These calls and visits gave people the opportunity to give feedback on what was working well and what needed improvement. The provider also sent yearly feedback surveys to people and analysed the feedback to promote continuous improvement.
One relative told us, “Meds recorded on the app so I keep an eye on that-no need to really and I can see what [relative] has had for lunch etc. I know [relative] is safe from harm I have seen the carers in action.” Staff felt confident escalating concerns and they consistently told us leaders would listen to them.
 

The provider told people about their rights around consent and respected these when delivering person-centred care and treatment. People’s consent was actively and continuously sought. People, and their representatives, were given appropriate information relating to decisions about the care they received. People who were unable to consent had a Mental Capacity Assessments and Best Interests Decision in place, involving those people important to the person. Consent was not a static event, and staff understood the importance of continually seeking consent and keeping a record of this.