Elgar Care Ltd

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 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.

Initial assessments were carried out before care packages were agreed. This helped the provider understand people’s needs, preferences and risks to ensure they could provide appropriate support and meet people’s needs. Information gathered was used to form people’s care plans and risk assessments.

People’s needs were reviewed on an ongoing basis, and staff reported any changes to people in relation to their health and/or needs which informed updates to people’s care plans and risk assessments. One person said, “They do discuss the care because occasionally someone rings and checks. And there’s a folder for carers to write in every day where they say how I am.” A relative said, “All of that’s (reviews and care plans are) fine and we’ve got all the plans and documents in the file here in the house.” Staff confirmed managers regularly reviewed people’s care plans with people and or those important to them. One staff member said, “People’s plans are reviewed annually or more often if needed. Office staff are visiting clients and via conversation checking if their needs are meet. Also, all carers’ notes/suggestions are seriously considered.” Another staff member said, “Client managers go out regular to review and also ask us all if there are any changes in the client's health that we inform them so they can review their care plan or possibly reassess their needs.” Care plans we looked at included, but were not limited to, communication, health, mobility, environment and nutrition and hydration to enable people to receive care which had good outcomes. Although there was no impact to people as staff were consistent and knew people well, we discussed with the registered manager adding further detail, where applicable, to people’s care records. For example, to include instructions regarding the risk of urinary sepsis in relation to catheter care.

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.

Where appropriate, staff supported people to ensure their nutrition and hydration needs were met. People and relatives spoken with did not raise any concerns relating to this. One person said, “They (staff) make like snacks prepared for me as soon as I have everything else sorted, and they leave these and drinks after they’ve gone.” Another person told us, “They (staff) only come in the morning and help me, and they fill my flask of coffee to keep me going till lunchtime, which is a great help.” A relative said, “[Person’s name] can feed themselves and they (staff) leave squash next to them.” Staff had received training in food hygiene.

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.

Staff understood their roles and responsibilities and described how they communicated effectively with the office and other professionals to ensure safe care. For example, staff contacted the office or healthcare professionals promptly if they had any concerns or required additional 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.

People were supported to remain independent and make choices about their daily lives which contributed to their overall wellbeing. People were encouraged to engage in meaningful activities and maintain community connections, which had a positive impact on emotional wellbeing and reduced isolation.

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.

There were effective systems in place to monitor and improve care. The registered manager regularly checked and reviewed care plans with people to ensure their clinical and personal outcomes and goals were met. Staff engaged appropriately with health professionals such as GPs, physiotherapists and occupational therapists. The team had a strong focus on supporting people’s mental wellbeing to improve quality of life and reduce the impact isolation and loneliness has on people.

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

Records showed consent was obtained and documented in line with good practice. Initial assessments showed consent was discussed with people. This included information on why consent was needed, what the provider used information for and how long personal information was held. Initial assessments and care plans were signed by people or family members where applicable. Where people were unable to provide consent, mental capacity assessments had been completed. These were decision-specific and involved relevant and appropriate people. People and relatives confirmed consent was always sought prior to care being delivered. One person told us, “They’re always checking what I’m able to do and not able to do and they work with me. I never feel I’m being taken over, and they always work at my pace, nothing is rushed.” Another person said, “They (staff) always say what they’re doing.” Staff received training in the Mental Capacity Act (MCA) 2005 principles.