Consider Care Limited

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 rated 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 treatment was effective by assessing and reviewing their health, care, wellbeing and communication needs with them.

People’s support needs were assessed prior to the start of their package of care to ensure the service was tailored to their care and support requirements. Feedback from people’s relatives and discussions with the registered manager demonstrated a person-centred approach to care planning. The registered manager explained they would assess each person’s needs alongside staff skills and capacity to ensure they could sustain an effective service to people.

People and their relatives were provided with a copy of their care plan to review and were given access to the final copy. People were given a welcome pack which described their rights, how to keep safe, how to make a complaint and provide feedback.
 

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.

The professional background of the registered manager enabled them to stay current with best practices and guidance. Staff had a good understanding of people’s needs and used their skills and experience to support people effectively. For example, they clearly described to support people with skin integrity risks.

The registered manager recognised, staff would require further training and upskilling as the service expanded to ensure staff had the skills to support people with more complex needs such as supporting people who live with dementia or nutritional needs.

The provider’s policies reflected current legislation and best practice guidance.
 

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 and communicated well together to ensure the care and support provided was consistent. The registered manager's consistent communication, monitoring, and oversight were key in ensuring people received effective and continual care and support. Staff confirmed they worked collaboratively with people’s relatives and health and social care professionals, sharing relevant information and seeking advice when required.

Relatives praised the registered manager for their good communication and ensuring the service was flexible and responsive to people’s changing needs and wishes.
 

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.

Staff knew people well and recognised changes in people’s health and wellbeing and responded appropriately. When requested by people’s relatives, staff arranged medical appointments or referred people to health and social care services. For example, following a fall, staff requested input from a physiotherapist for one person.
 

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.

Staff monitored people's wellbeing and responded when needs changed and reported these to the registered manager. Monitoring documents were available and completed by staff as needed if areas of risk had been identified such as skin injuries.

The registered manager routinely monitored the well-being of people as they maintained regular contact with the person, their relative and staff who supported them. One relative told us they had frequent communication with the registered manager about the care and support of their family member. They said, “They are in touch with me all the time and keep me fully informed of any health issues and any issues they have identified and any issues with the house.”

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

Staff sought consent before providing care and support.

People being supported at the time of the assessment had the capacity to make decisions about their care. However, whilst the registered manger understood the principles of the Mental Capacity Act (MCA) 2005, they had not implemented effective MCA processes to ensure staff were equipped to support people who may lack capacity in the future. The registered manager agreed to review and implement their MCA processes to ensure lawful consent is obtained in accordance with the MCA when supporting people who may lack capacity to make specific decisions about their care. Plans were in place for staff to receive MCA training.