Green Lanes Projects

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 support were effective by assessing and reviewing their health, care, wellbeing and communication needs with them. Where possible, staff assessed people in their homes or other settings before they were admitted to the service. Following admission, staff reviewed people’s needs regularly and adapted their care plans accordingly.

People’s care plans reflected their individual needs and the agreed ways to support them. This helped staff to provide consistent care and support, achieving positive outcomes for people. Where people did not have the capacity to be fully involved in care planning, staff involved their relatives for support. Relatives confirmed they attended care reviews and contributed to developing their loved one’s care plans.

The provider planned and delivered people’s care and support 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. Staff sought specialist support from external agencies and followed their guidance.

Personalised Positive Behaviour Support plans were in place where required to promote proactive, person-centred support and support staff to respond effectively when people became distressed. The provider reviewed people’s medicines in partnership with healthcare professionals in accordance with STOMP principles, helping to reduce the risk of over-medication. Individual communication care plans reflected people's preferred methods of communication, and where people have swallowing difficulties, staff followed guidance from the speech and language therapist to ensure their nutritional and hydration needs were met safely.

People had access to sufficient foods and drinks to meet their nutritional and hydration needs. There was a diverse 4-weeks menu comprising various meals, including dishes chosen by people. Fresh fruits and vegetables were available. Staff offered people drinks and snacks throughout the day. We observed a person requesting beans on toast, which they prepared with support from a staff member. This demonstrated people could choose what they wanted to eat, even when their preferred meal was not on the menu. A person told us, “The food is lovely.” A relative said [person] liked their cultural food, which staff prepared.

The provider worked well across teams and services to support people. Staff worked as a team, supporting each other to deliver care that was safe and responsive to people’s needs.

Staff worked closely with health and social care professionals to ensure people received the right care and treatment when they needed it. The service maintained a clear log of all involvement from external agencies, including health services. Through this collaboration, people received specialist support while their care remained consistent and well-coordinated.

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 had access to healthcare services and received appropriate support from staff to attend appointments. Records showed people received annual health checks, were seen by the optician and the dentist, and had medicines reviews. Care plans contained detailed information on people’s medical history and how to support them to remain healthy. Staff promoted healthy eating and encouraged people to remain active.

The provider monitored people’s health, care, and wellbeing to drive continuous improvement, ensuring outcomes were positive, consistent, and met their expectations.

Staff interacted with people regularly, seeking their views on day-to-day matters and involving their relatives where possible. Internal reviews of care provided clear updates on people’s presentation across several key areas and highlighted areas for development, along with strategies to support progress.

Staff collaborated with other professionals, including social workers and learning disability teams, during local authority-led care reviews. These reviews enabled staff to track people’s progress and informed care planning. A care review recorded how a relative was pleased and reassured by how a person had settled into the service and was receiving the right support.

The provider told people about their rights around consent and respected these when delivering person-centred care and support. The provider carried out mental capacity assessments for specific decisions, such as support with medicines, sharing of information and locking of doors, and ensured outcomes were clearly documented. Where people lacked capacity, staff consulted their relatives and relevant professionals to make decisions in people’s best interest.

People understood their rights in relation to consenting to care, and staff respected their decisions, even where these appeared unwise or unusual. Consent to care and support was clearly documented. Our interactions with people and their relatives, along with observations of people in their home environment, demonstrated staff respected people’s rights. This showed staff worked in line with the principles of the Mental Capacity Act.