Three Sisters Care 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 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.

An initial assessment of people’s needs was carried out prior to them starting using the service. The assessment process involved the person receiving care, focusing on their strengths and preferences, and providing them with accessible information to make informed choices.

The assessment covered different areas of care and support of the person such as on mobility, personal hygiene, medicines, communication, and social lifestyle. It focused on what people could do, not just what they can’t.

From the information gathered during the assessment process, a member of the management team would develop a care plan for staff to follow to ensure the person’s individualised needs were met. People's needs were assessed and reviewed on a continual basis.

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 good practice and standards.

The provider ensured people received care and support based on the latest good practice and relevant guidance.

For example, we noted during staff meeting, pressure ulcer and sores were discussed. The discussion took place around the overview of pressure ulcers, symptoms and any preventive measures such as regular position changes. Staff were aware that pressure ulcers could develop in any part of the body, and they needed to report any concerns they identified whilst providing personal care to people.

We also noted sepsis was discussed with staff covering how to spot sepsis and what action to take to ensure people received safe and effective support.

The provider worked well across teams and services to support people.

The management team worked closely with other health professionals to help ensure people had access to the services they required to maintain their health. For example, the provider worked with district nurses to support people who had a pressure wound. They also worked with the local chiropody services to ensure people’s nail care was maintained especially for people who had diabetes.

Staff monitored people's health and welfare and reported any concerns to the management team who made referrals to health care professionals where required.

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 management had an effective working relationship with a number of health care professionals to ensure that people received co-ordinated care and support. Information about the involvement of healthcare professionals in people’s care was available in people’s care records. This meant staff had the information of who to contact for advice or in the case of a person became unwell.

Staff accompanied people to their appointments if they had requested this.

The provider routinely monitored people’s care and treatment to continuously improve it. They ensured that outcomes were positive and consistent.

Staff monitored people's health and welfare and reported any concerns to the management team. Where needed, a member of the management team would make referrals to health care professionals as appropriate.

For example, we noted the management team had contacted a person’s GP regarding a scab on their forehead, as it was getting worse. They also contacted the district nurses’ team who advised them to make a referral directly to them to prevent the scab from getting worse.

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

People were able to make day to day decisions about their lives. For example, they were supported to choose what they would like to wear or how to spend their time as they wished.

The management team and staff monitored people's mental capacity to ensure that they were able to make appropriate decisions and where needed, supported them to do so. Care records of people contained information about their mental capacity and what support they required to make decisions. Mental Capacity Act assessments were completed where people did not have capacity.

Staff were aware of the actions they would take if they felt a person lacked capacity to make certain decisions about their care and support. They recognised that people’s capacity to make decisions fluctuated and they offered support accordingly.

Staff ensured they gained consent from people before carrying out any tasks; for example, when assisting them with personal care.