Agincare Enable Dorset

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.

This is the first assessment for this newly registered service. 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.

Assessments were completed before care commenced. A relative recalled how a member of staff got to know the person before they moved to Agincare Enable Dorset, they said the member of staff “Took [Name] for walks that kind of thing. She got to know her quite well; she has been her key worker since moving to Agincare Enable Dorset. That worked really well, because with autism, consistency is one of the key things and to get somebody who gets [Name] is a rare thing”. Another told us, “There has been a lot of planning for {Name} move in and excellent team work.”

Care plans were developed from a needs assessment that involved families where appropriate. One relative said, “We have been heavily involved in developing the care plan.”

Staff had immediate access to information about people’s needs via the provider’s electronic care planning system. People’s care and support needs were updated as necessary. Records completed by staff accurately reflected the care people received and were person-centred.

Management and staff told us any changes to care provision were made in a timely manner and advice was sought from professionals as required and care plan records showed this occurred. This included working alongside social services and healthcare professionals, such as psychologists to ensure people’s individual needs were assessed and could be met.

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 had been actively involved in developing and reviewing their care plans and assessments. This person-centred approach enabled tailored care that reflected people’s unique circumstances and wishes. A relative told us, “I have access to {Name} care plan with their permission and we are both involved when reviewing or updating it.”

The registered manager and staff told us they worked with people following good practice guidance, this included supporting people’s physical health, and wellbeing. Evidence-based care underpinned the policies and procedures within the service. Regular training and supervision reinforced the importance of adhering to these policies and best practice.

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.

People felt confident their information had been shared appropriately and securely with relevant healthcare professionals such as their GP. Care records demonstrated any contact with health and social care professionals and discussions with relatives.

Staff maintained records of the care and support provided, which could be shared with external professionals if needed and with consent. Feedback from staff and leadership highlighted effective teamwork and clear communication within the service, supporting a consistent approach to meeting people’s needs.

A social care professional told us, “The relationship between commissioning and Agincare Enable has always been very positive”.

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 service helped people maintain their independence, make choices, and take part in activities they enjoyed which improved their quality of life.For example, supporting someone to access the community, attend appointments, or develop daily living skills increased people’s confidence and wellbeing.

Care plans set out people’s health needs and lifestyle choices. Staff knew people very well and were alert to any changes in their well-being and health. If staff had any concerns, they sought appropriate professional advice in a timely way. The use of an electronic records system allowed information about people’s health needs to be updated immediately and be shared efficiently among staff.Staff told us “We are committed to meeting people’s needs while promoting independence and choice. I have seen individuals become more confident and maintain a better quality of life through the support they receive.” And “I encourage independence by allowing the person to do as much as they can for themselves and only supporting where needed. I also offer choices in daily routines, activities, and care, using communication methods that suit the individual so they can express their preferences and be fully involved in decisions about their care.”

People were supported to feel valued, included, and their achievements and individuality is celebrated to support confidence, motivation and self-efficacy.For example, one person wanted to plan, design, and enhance their garden. This was achieved in line with their own ideas and preferences. The person spends time in their garden which is now a colorful, personalised environment that they are proud of, and enjoy.

People were supported to manage their health proactively, with the service encouraging independence and promoting overall wellbeing. A relative told us, “{name} has a choice with what she eats, planning her menu at the beginning of the week, there is a range of things that she can choose from.”

A social care professional told us the management team and staff “Genuinely care about people’s outcomes and happiness. They will also advocate for the people they support when they feel necessary and communicate clearly to the council when there are issues that we can support”.

A relative told us, “If anything staff are concerned about, they are very quick off the mark, to phone 111 to ask for advice”.

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 was able to demonstrate the positive impact to people’s lives since they started receiving support from Agincare Enable Dorset. Relatives described improvements such as being ‘more settled’ and being ‘able to access meaningful activities, including regular attendance at a day centre. They said this “Contributed to improved structure, wellbeing, and quality of life. And is better supported to regulate her emotions, with staff responding proactively to early signs of distress.”

Care plans and risk assessments were clear and included specific detail such as identified triggers and how to implement proactive and de-escalation strategies to support people’s behaviour and wellbeing. People’s nutritional needs had been assessed and there were clear instructions in place for staff, including guidance on ensuring skin integrity was regularly checked and monitored.

Regular reviews of people’s care and support needs enabled people and their relatives to give feedback and make any changes to the support received. A relative said “We do talk a lot anyway, and if I've got any concerns then I will ring. There's always something to talk about changes, I know that {Name}’s care plan is tweaked to make sure it’s relevant.” Another relative told us, “{Name} has a review pretty much every three months, we had one about a month ago.”

The service worked closely with health and social care professionals, relatives and staff team to devise routines and plans to enhance positive outcomes for people. For example, one person was able to maintain their personal hygiene in a way that reduced their anxiety. Compliments consistently highlighted improved outcomes for people using the service, including increased confidence, engagement, and overall wellbeing. One relative stated “{Name} has grown from strength to strength with you, and has shown a substantial improvement in motivation, routine, and engagement in community-based activities”.

Feedback from staff confirmed a strong commitment to improving outcomes for people, such as regularly asking if the care and support provided met their needs and wishes.

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

The registered manager told us they fully understood where there was a concern about capacity, the necessary assessment would be completed in accordance with the Mental Capacity Act 2005 (MCA). Decision making was supported by clear policies and processes. Records showed consent had been sought for the care provided. Policies and procedures underpinned practices within the service to ensure people’s rights were respected

Most people had capacity to make their own decisions and had consented to their care. Staff understood how to seek consent from people, they had received training in the Mental Capacity Act and understood the need to assume people had capacity to make their own decisions, including unwise decisions. Where people lacked capacity to consent to some aspects of their care, there were individual decision specific mental capacity assessments in place with documented best interest discussions which had involved the relevant people.

Staff had completed training in the Mental Capacity Act and were aware of the main principles. They told us they always assumed capacity unless a formal assessment determined otherwise.

Staff supported people to exercise their rights. Staff encouraged people to make decisions about aspects of their daily care routines, and staff told us they always obtained consent from the person before supporting them with personal care tasks.

People’s care plans contained assessments of people’s individual capacity to consent to specific decisions about their care, using the form of communication the person used, such as pictures or easy read. If people were unable to meaningfully consent, there was a framework to ensure appropriate best interest decisions were made and recorded in their care plans.