4 Futures

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

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 assessment we rated this key question good. At this assessment the rating has remained 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.

Where possible, people lead their care. For some people this wasn’t possible, however, we found that people were still encouraged and supported to be involved to a level that suited them.

Care plans, risk assessments and other documents were clear and comprehensive.

Staff told us that they felt the documentation in place guided them to do their job to a good standard.

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 provider maintained good working relationships with external professionals, which included regular contact, and embedding knowledge and guidance into people’s care to ensure this was done so in line with best practice guidelines.

Through observations, speaking with people and relatives, and reviewing information about people, we found that people were involved in planning their care, and this reflected their personalities, wishes and preferences.

The provider worked well across teams and services to support people. They shared thorough assessments of people’s needs when they moved between different services, so people only needed to tell their story once.

Staff and leaders worked well with external professionals, and together as a team. We found there was effective communication between leaders and staff, and staff felt involved in the service as a whole.

Staff who were new to the health and social care sector, told us that support didn’t just come from leaders. Colleagues supported each other as well, one staff member told us, “It’s been such a positive experience. There’s so much to learn when completely new to the social care world, but everyone was really supported my journey,” and “there’s always someone to go to for support.”

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 had good knowledge of the individual needs of people using the service and what was in place to support them to live healthier lives. There was a shared drive amongst leaders and staff to maximise people’s health, without infringing on their right to choice, and lead their care.

The provider worked with health professionals when needed. For example, one person recently experienced some weight loss, so the provider worked with health professionals, and the person, around their diet and supplements. This was successful for the person, who was able to reduce their reliance on supplements.

We found people had Health Action Plans in place. These focussed on people’s individual goals, along with their needs.

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.

We found that people had personalised outcomes, and goals plans in place which detailed what they wanted to achieve. This included goals related to their health and care, but also their own personal achievements. This was routinely monitored by leaders, people and where appropriate, relatives, to track progress and adapt the support in place to help people achieve these.

There was a focus within the provider to celebrate achievements of people using the service.

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

Where people were able to consent, they were supported to do so. This included the provider creating personalised, easy read consent forms and care plans to ensure people were fully informed of what they were agreeing to.

Where people were not able to consent to care and treatment, the provider worked with relevant professionals and people’s relatives, to follow the Mental Capacity Act (2005).

Staff had good knowledge of relevant legislation in relation to people’s rights and understood their role to uphold these.