Blue Coral Healthcare Ltd

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. This aligned with a good standard of practice because assessments were completed when people began using the service and reviewed regularly to confirm they continued to reflect people’s current circumstances. Evidence showed people’s needs, health conditions and communication requirements were clearly identified. For example, a person’s care plan was reviewed following their discharge from hospital. Records showed the provider gathered a wide range of information to build a comprehensive picture of each person’s needs, covering health, communication, safety, daily living requirements and risk considerations.

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. Care plans included clear aims, relevant risk information and structured instructions for daily support. For example, 1 person’s plan detailed choking guidance, including directions for staff on meal preferences and ensuring the person was sat up whilst eating.

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. Documents showed clear communication between the provider and other professionals, ensuring staff had the information they needed when people moved between services. This helped ensure people only needed to tell their story once and prevented disruption to their care. Evidence confirmed the management team reassessed needs whenever people experienced changes, liaised with other agencies as required and ensured updated information was shared appropriately. This included working with hospital teams, social workers and healthcare professionals so care continued safely during transitions.

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 registered manager told us the service provided calls which were lengthier to, “Ensure people have meaningful and supportive interactions with the carer staff." The service’s focus was to ensure ample time was given to people to enable calm and person-centred care, allowing people not to feel rushed whilst being supported with their daily living tasks.

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 were proactive in monitoring people’s health and wellbeing, with care records showing regular reviews of support plans in response to changing needs. Comments from staff included, “I look for any changes in people’s body language or behaviour. I use safe working practice always and report to the manager in case of any concerns. My manager is also supportive whenever I need assistance to provide safe and effective care delivery."

The provider told people about their rights around consent and respected these when delivering person-centred care and treatment. Staff understood the importance of obtaining consent before delivering care and had received up to date training around the Mental Capacity Act (MCA, 2005). A member of staff told us, “I will explain what I am doing, ask for consent, and ensure they understand. Consent can be verbal, written, or implied, but I always check that the person is comfortable and willing.” People were asked for their consent prior to any care commencing. Information around what people could expect from their care and support was detailed within care plans. We checked whether the service was working within the principles of the MCA and found mental capacity assessments were reflective of people’s abilities to make decisions around their care and support.