Lifeways Community Care Limited (Norfolk)

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 registered manager made sure people’s care and treatment was effective by assessing and reviewing their health, care, wellbeing and communication needs with them.

Following an initial assessment involving the person, their family, and the assessment manager, staff engaged in discussions to understand expectations and ensure the setting was appropriate. While documentation was used to inform care planning, staff emphasised the importance of direct communication to understand each person’s preferences and needs.

The registered manager told us, “Once someone moves in, their support is reviewed weekly for the first six weeks, then at four and six-month intervals. These reviews focus on wellbeing, progress, and any adjustments needed to support success. We work closely with the local authority to make reasonable adjustments where required.”

People were supported in their own homes, with staff regularly meeting with them to review support plans and gather feedback. Surveys were sometimes used to encourage involvement. Monthly meetings focus on goals and aspirations, and day-to-day interactions with team leaders helped to ensure support remained responsive. Staff, managers, and relatives collaborated to ensure care was tailored and person-centred.

Staff 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 were supported with their nutrition and hydration where required. A relative commented, “They [staff] do all [name’s] shopping, and they cook their meals from fresh and batch cook, which means they can offer [name] a choice day to day.”

Staff worked effectively across teams and with external services to ensure people received coordinated and consistent support. Information was shared appropriately, so people didn’t need to repeat their stories when transitioning between services.

The service had clear systems in place to support communication among staff, including a secure app that enabled real-time updates and messaging. Staff made timely referrals and collaborated with other professionals to meet people’s health and care needs.

The registered manager described regular team meetings where staff discussed individuals’ wellbeing, shared insights, and responded to emotional and behavioural cues. External professionals were welcomed, and their input was valued. The service maintained open and transparent communication with the local authority and told us they had a positive working relationship with the GP practice.

Staff supported people to live healthier lives and, where possible, reduce future care needs. They effectively helped individuals manage complex health conditions and ensured timely access to healthcare services.

Staff described their role in supporting people to attend appointments, access dental care, follow healthy diets, and engage with therapeutic services. Where challenges arose—such as delays in accessing cognitive behavioural therapy—staff explored alternative options, including online support, while continuing to pursue in-person services.

The service worked closely with external healthcare professionals to meet a wide range of health needs. Staff regularly collaborated with key workers, team leaders, and managers to ensure care remained responsive and person-centred.

Staff 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.

There was evidence of regular reviews and action being taken immediately following any changes to people’s health needs. During reviews, care needs were discussed to improve outcomes. A relative told us, “They [staff] have taken over all [names] healthcare needs and they would contact the GP or any other professionals they may need. They [staff] take [name] to appointments and the hospital, and I usually meet them there.” Regular audits were also carried out to monitor and improve outcomes.

Staff at the service told people about their rights around consent and respected these when delivering person-centred care and treatment.

People’s consent to care and support was respected by staff. A relative told us, “Staff do very well when communicating with [name], although I am fully involved, staff always ask [name] what they want, if they would like to go out, although they often say no as they really like their flat and can see who comes and goes.”

The management team carried out assessments, around people’s mental capacity and care records contained all relevant information and were documented in line with guidance.