Sagecare (Laburnum House)

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 registered manager demonstrated a clear understanding of the range and complexity of needs the service could support. They recognised when additional input from health and social care professionals was needed and worked with relevant stakeholders to assess whether prospective tenants’ needs could be met. This helped ensure referrals were appropriate for the service.

People told us they were involved in their assessments and their care plans reflected agreed support arrangements. The provider assessed people’s needs before they moved into the service, considering their health needs, medical history, and life experiences. Senior staff reviewed these assessments after people moved into their homes to ensure care reflected their preferences, routines, and support needs. Staff reassessed care when people’s needs changed, helping to ensure care plans remained up to date and reflected current needs.

The provider planned and delivered people’s care and treatment with them. They did this in line with legislation and current evidence-based good practice and standards.

People told us they were happy with the support they received with eating and drinking. Care plans detailed people’s needs, routines, and preferences relating to food and drink. Where staff identified concerns, they referred people to appropriate health professionals to ensure they received the support they needed.

Care plans included information about people’s health conditions, how these affected their daily lives, and how staff should support them. Guidance was generally clear and reflected best practice. The registered manager responded appropriately to feedback which identified gaps in one person’s support plan relating to a specific medical condition. Although the person’s condition was well controlled, the registered manager agreed to seek specialist advice and update the guidance where required. This would help ensure staff followed current clinical guidance and could respond appropriately if the person’s condition deteriorated.

The provider had an internal team responsible for developing and reviewing policies and procedures in line with best practice.

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

The provider worked closely with healthcare professionals to ensure people received appropriate support. Senior staff sought specialist advice when concerns arose and made referrals to services such as physiotherapy, occupational therapy, dietetics, and speech and language therapy. Senior staff had effective processes for sharing information with healthcare professionals, for example, they worked closely with district nursing teams as people’s needs changed. This helped to ensure people received professionals’ input, without delay.

Staff recorded outcomes from healthcare appointments and professional visits using the electronic care planning system. Senior staff reviewed these updates and amended care plans where required, helping to ensure records reflected current professional guidance. The provider had effective systems for sharing information across the staff team. This included messaging through the electronic system and physical handovers between staff coming on and off duty.

The provider supported people to manage their health and wellbeing to maximise their independence, choice and control.

People told us they were supported by staff to access healthcare services. This included GP’s, dentists and healthcare appointments.

People’s healthcare needs were reflected in their care plans, including guidance for staff on how to support them. For example, care plans for people living with dementia focused on promoting independence and maintaining daily living skills. This helped to promote people living well with this condition.

Staff had access to information to help them meet people’s healthcare needs, including prompt cards covering common health conditions and risks. This helped staff provide safe and informed care.

Staff worked proactively to support people’s health and wellbeing. They made referrals when needed and followed professional advice. For example, staff supported 1 person to complete exercises recommended by an occupational therapist, which improved their strength, confidence, and mobility.

The provider routinely monitored people’s care and treatment to continuously improve it.

People told us the provider involved them in setting and working towards their preferred outcomes.

Care plans recorded agreed outcomes, including maintaining health, managing medical conditions, promoting independence, and reducing social isolation. Staff recorded care delivered against these outcomes at each care visit.

The provider had effective systems to monitor care delivery. Electronic care records alerted senior staff to missed visits, medicines issues, and other exceptions to planned care. Senior staff reviewed these alerts and monitored care data to ensure care was delivered as planned.

Staff recognised changes in people’s needs and adapted support accordingly. Senior staff reviewed care plans proactively and maintained accurate records to support changes to care packages, including increases or reductions in care hours as people’s needs changed.

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

People told us staff sought their consent before providing care and involved them in planning how their support was delivered. People received signed copies of their agreed care plans.

Staff understood the importance of gaining consent and supporting people to make informed decisions. They respected people’s wishes and understood their right to make unwise decisions where they had capacity to do so. A staff member said, “I support people by giving them clear information, explaining their options and allowing them time to make their own decisions.”

Where people had legally appointed representatives, the provider checked documentation to confirm their authority to act on people’s behalf. The registered manager demonstrated a good understanding of the Mental Capacity Act 2005 and the processes to follow when a person lacked capacity to make a specific decision. This helped ensure decisions were made lawfully and in people’s best interests where required.