Liberty 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.

At our last inspection we rated this key question as requires improvement. At this inspection the rating has improved to 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 had individual care plans and risk assessments in place which had been developed to meet their current needs. People and their families, where appropriate, were involved in the initial care needs assessment and periodic review of their care plans.
People’s care plans identified their care needs but also referred to people’s individual strengths and ways in which their control and independence could be supported and encouraged. Where appropriate to an individual’s circumstances, their care plan included rehabilitation support.
People had been involved in their own assessments and care plan reviews. The deputy manager took the time to ensure people’s views and opinions were captured, respected, listened to and implemented as part of the day-to-day support. People’s care plans also included relevant information about people’s past life history, where that might have a bearing on how people now wanted to receive care support.
A staff member told us, “We are all allocated care plans to update, these are rotated for us regularly so that we remain familiar with each person’s needs.”
People’s healthcare needs were assessed and detailed in their care plans. People were supported to engage in community healthcare services, as well as more specialist healthcare services if needed, to ensure their health care needs were met.
People’s assessments included details of their communication needs. People’s care plans also detailed when changes in people’s physical presentation, or emotional state, may indicate a deterioration in their health or wellbeing.
 

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.
People’s care needs were detailed in their care plans, including guidance on how their specific needs were to be met. For example, people had detailed care plan sections in relation to rehabilitation activities to be supported with by staff, where there were relevant needs for them.
People received care, treatment and support which was evidence-based and in line with good practice standards.
The registered manager and staff supported people to maintain their links with family members, where that was important to people.
 

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.
People were supported by a registered manager and staff who worked well together and with other external health and social care professionals.
The registered manager had systems in place to make sure information was shared in a timely manner by everyone involved in people’s care. This all helped to ensure a joined up, consistent approach to delivering safe and effective care to people in line with their individually assessed needs and preferences.
Staff had access to the information they needed to appropriately assess, plan and deliver people’s care, treatment and support.
Where people received care from a range of different external staff or services, those links were co-ordinated effectively. All relevant staff, teams and services were involved in assessing, planning and delivering people's care and treatment, and worked collaboratively to understand and meet people's needs. For example, some people attended day activities, or other community-based activities, and the registered manager ensured there was effective communication between all parties providing care to the people who lived at Liberty House.
 

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.
People were encouraged and supported to make decisions about their own care needs by staff who understood their requirements and preferences. Staff encouraged and supported people to make healthier choices to help promote and maintain their health and wellbeing but were also mindful that the person had the final say on decisions relating to their care.
The provider’s staff regularly monitored people’s health and supported people to access external primary healthcare support from GPs etc, as well as specialist hospital support when needed. For example, an external health care provider told us, “One of our mutual patients is very settled and happy at Liberty house. They have been very unsettled and unhappy at other facilities in the past. A member of staff always accompanies the patient to appointments, and they are well informed about the patient's treatment, likes and dislikes and they communicate well with the patient. The result is the patient is more compliant and engaging with treatment.”
Staff knew people well and were able to identify any changes in their presentation, emotional state or distress, which may show a deterioration in their health or wellbeing.
 

The provider routinely monitored people’s care and treatment to continuously improve it. They aimed to ensure that outcomes were positive and consistent, and that they met both clinical expectations and the expectations of people themselves.
People told us they experienced positive outcomes from the service. There were effective approaches to monitoring people’s care and treatment and their individual outcomes. Staff engaged with people to ensure their life ahead was a life they chose. Staff discussed with people to find out their short, mid, and long-term life choices, goals, and ambitions. This enabled outcomes to be planned for each person and care plans created to support those outcomes to be achieved.
Staff worked closely with people’s relatives to improve people’s health and wellbeing. For example, a person’s relative told us, “I am very happy with the care provided. Our [relative] feels very much that this is their home and has positive connections with staff. They are happy and have progressed socially and behaviourally whilst living at Liberty House.”
 

The provider told people about their rights around consent and respected these when delivering person-centred care and treatment.
Staff supported people to exercise their rights. Staff encouraged people to make decisions about aspects of their daily care routines, and staff told us they always obtained consent from the person before supporting them with personal care tasks.
People’s care plans contained assessments of people’s individual capacity to consent to specific decisions about their care. Where people were unable to meaningfully consent, appropriate best interest decisions were made and recorded in their care plans.