Elysium Care Partnerships Limited - 13 Alexandra Gardens

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.

The last rating for this key question was outstanding. At this assessment the rating has changed to good.

This meant people’s outcomes were consistently good, and people’s feedback confirmed this.

This service scored 67 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

Managers had carried out thorough assessments of people’s needs before they moved to the service. People had lived there for a long time. Managers and staff continued to reassess their needs to make sure planned care was appropriate. Relatives told us they were consulted during annual reviews of care. Their comments included, “Staff included me in care planning” and “I feel involved and attend the annual reviews.”

Staff provided evidence-based care. They undertook a range of training, including specialist training about supporting people with a learning disability, communication and how to respond to challenging situations. Staff were able to describe best practice and legislation.

The organisation employed a team of specialist professionals who provided advice, support and training for staff about best practice. They worked with staff to review care and to make sure this was appropriate and met people’s needs. Comments from staff included, “We have regular training” and “We discuss guidance and how this relates to the care we provide.”

Staff worked well together. There were systems to help them communicate about work and share information. Staff kept records of how they had supported people and any changes in their wellbeing. Staff also discussed people’s needs during handovers between shifts. Staff told us there was good teamwork. Their comments included, “We are working together and communicating well” and “We have a handover, and we read notes at the beginning of each shift to understand how people are feeling.” There were regular staff meetings.

Senior managers and professionals from other departments in the organisation worked closely with staff. They regularly visited the service. They analysed all incidents and discussed what worked well and when changes were needed.

Staff told us they had good relationships with healthcare professionals and shared information with them to make sure people received the right support and treatment.

Staff supported people to have healthy lives. They assessed and planned for people’s healthcare needs. People had regular health checks with medical professionals. Staff monitored people’s health. Some relatives told us they wanted people to take part in more exercise and to eat more healthily. Whilst other relatives felt people had a good diet. A relative commented, “I think [person’s] health and wellbeing have improved since they moved to the service.”

Staff demonstrated a good understanding about keeping people healthy. Staff were able to describe balanced diets. Meals were freshly prepared, and we saw there were good stocks of fruit and vegetables which were used to prepare meals. People were able to make choices about the food they ate.

Staff supported people to set objectives and goals. However, these were not always personalised or meaningful. Staff did not always provide opportunities for personal growth or for people to try new things and develop independence. We discussed this with managers. They acknowledged that further work was needed to help staff support people in this area.

Staff monitored people’s wellbeing. They responded appropriately when people were distressed or unwell.

Information about people’s outcomes was shared with a team of professionals who helped develop care plans.

Some relatives told us they were not always involved in making decisions about people’s care and wellbeing. People living at the service did not have the capacity to make complex decisions about their care. Therefore, some decisions were made in their best interests. Feedback from some relatives was that they did not always contribute to these decisions. We discussed this with the management team. They explained they had systems for involving relatives, but they would review these to ensure all relatives felt they had the opportunity to be involved in best interest decisions.

Staff supported people to consent when they were able to. They explained information in ways people could understand to help them make informed choices.