Cleveland Villa

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.

The provider made sure individual care and treatment was effective by assessing and reviewing people’s health, care, wellbeing and communication needs with them. People’s assessments considered individual risks, needs and preferences. Both relatives and professionals were involved with the process.

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 leadership team told us they had a system in place which used evidence-based tools to assess people’s needs to ensure they were identified and met. Staff were aware of these outcomes to ensure they delivered the correct care.

The provider ensured and implemented the right support, right care, and right culture guidance. Staff were well trained and told us they received support and training to meet the needs of people they supported. This included Oliver McGowan training (this is the government’s preferred and recommended training for learning disability and autism).

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 well together, this included sharing information about people. There was a system in place to ensure the staff team worked together and alongside other professionals to deliver care to people.

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 were aware of people’s health needs and the support they may need. People’s health needs were assessed, and plans were in place to monitor these conditions, where needed. People had access to health professionals when required including the GP.

Staff had received specific training in how to use and interpret Malnutritional Universal Screening Tool (MUST) readings. This is a five-step screening tool used to identify adults who are malnourished, at risk of malnourishment or obese.

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 service monitored people’s progress and used this information to improve care. Staff recorded changes in people’s health and wellbeing and shared this during handovers and meetings. Care plans were updated when needs changed and staff worked with external professionals to support positive outcomes. Records showed regular checks and audits were carried out with learning from these used to develop practice. These systems helped ensure people received effective care that met their needs.

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

The Mental Capacity Act 2005 (MCA) provides a legal framework for making particular decisions on behalf of people who may lack the mental capacity to do so for themselves. The Act requires that, as far as possible, people make their own decisions and are helped to do so when needed. When they lack mental capacity to take particular decisions, any made on their behalf must be in their best interests and as least restrictive as possible.

People can only be deprived of their liberty to receive care and treatment when this is in their best interests and legally authorised under the MCA.

Capacity assessments and best interest decisions were in place when needed to ensure the Mental Capacity Act 2005 was applied. Staff were able to demonstrate an understanding in this area including the importance of gaining consent from people. They had also received training in this area and were aware of the processes to follow.