Strafford 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,treatmentand support achieved good outcomes and promoteda good qualityof life, based on best available evidence.

At our last assessment we rated this key question good. At thisassessmentthe rating hasremainedas good. This meant people’s outcomes were consistently good, and people’s feedback confirmed this.

This service scored 83 (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, well being and communication needs with them.

People’s care and support needs were assessed prior to them moving to the service. Information gathered was used to create people's care and support plans. These clearly set out people’s needs and how they wished to be supported. Support plans were regularly reviewed and updated. Relatives told us they were involved in reviews.

The provider always 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. They worked to develop evidence-based good practice and standards.

The service provided care and support in line with recognised best practice guidance. People’s nutritional and hydration needs were met. They were offered weekly meal choices, with menus displayed, and were free to change their minds at any time. People were actively involved in planning, preparing, and cooking meals, as well as taking part in everyday tasks in the kitchen. The service organised themed food days to celebrate cuisines from around the world, along with special event meals. Light-hearted cooking competitions gave people the chance to develop their kitchen skills, share their food with others, and build self-esteem and confidence.

Nutritional care records clearly outlined any required modifications to food and drink using recognised tools such as the International Dysphagia Diet Standardisation Initiative (IDDSI). This ensured staff understood the correct food and fluid consistencies to reduce the risk of choking. Staff were knowledgeable about IDDSI, and we observed people receiving support with their meals in line with their assessed needs. Detailed dietary information was kept in the kitchen so staff could easily access relevant guidance. Staff also monitored people’s wellbeing and encouraged healthy eating choices.

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 effectively with external professionals to ensure transitions were well planned and aligned with people’s preferences. The provider had systems and processes that supported the exchange of information about people’s care and support needs with others.

Staff had access to people’s care records via an electronic care planning system, which they updated following all care interactions, and provided real time information, that could be accessed by both the staff and management team. Care records were detailed and regularly reviewed and up dated in line with people’s changing needs.

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.

The provider had clear processes for escalating health concerns, and records showed that health professionals were actively involved in people’s care. There was a strong, collaborative approach to supporting people to be involved in their own healthcare and to make informed choices. Care records confirmed timely referrals were made to relevant health and social care professionals when needed. These records included information about people’s health conditions and how these affected their daily lives.

Staff were trained to recognise early signs of health issues and to report their observations to the management team. People received information about their health and wellbeing in ways they could understand. The management team told us they worked closely with health and social care professionals to ensure people’s needs were fully met. People were supported to attend medical appointments, and any advice or recommendations were reflected in their care plans.

The providermonitoredall people’s care and treatment to continuously improve it. They ensured that outcomes were positive and consistent, and that they fully met both clinical expectations and the expectations of people themselves.

People played an active and valued role in the recruitment and selection of new staff. They took part in interviews, asked thoughtful questions, and helped to select candidates they felt would be the best fit for the service and its values. Their involvement demonstrated a genuine commitment to co-production and inclusion in key decisions.

People were also empowered to take part in a range of service audits, including environmental audits designed to promote sustainability and effective recycling. This was particularly meaningful for one person who was passionate about protecting the environment, allowing them to contribute their knowledge and enthusiasm in a purposeful way. One person said, “I am regularly talking to my key worker and have reviews and meetings that talk about my goals as well as house meetings.”

Regular meetings were held where people’s views, ideas and feedback were not only listened to but acted upon. This ensured their voices were at the heart of how the service developed and improved, creating a true sense of ownership and pride among the people who lived there.

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

People confirmed that they were given choices and asked what they would like to do. We found that mental capacity assessments had been completed in individual areas of people’s lives. These were reviewed regularly.

Staff were trained in the Mental Capacity Act and knew the importance of this legislation and making sure people were asked for consent whilst being supported. The management team completed assessments and made decisions in people’s best interests if they lacked capacity to make specific decisions themselves.

We observed staff asking people for consent and offering them choices in all aspects of their lives as they supported them.