Karrek Community

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 79 (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.

The provider had processes for assessing and identifying people’s needs before they received support.

Assessment processes were extensive involving the registered manager and/or the service’s directors visiting people to gain a full understanding of the person’s needs and wishes. The service then attempted to locate a property for the person, involving the person as much as possible. Staff were recruited and trained to meet people’s specific support needs. Where possible these staff worked with the person before they moved into their new home in order to build trusting relationships and learn about their individual needs, routines and preferences.

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 plans were accurate and up to date. During visits to people’s homes we observed staff providing support as detailed in care plans and saw the techniques and approaches described were effective. Staff told us they were able to access information when required and commented, “The care plan and everything is on the app”.

Staff were skilled, understood how to meet people’s individual needs and had a working knowledge of current best practice. They told us, “I had a full induction, I was shadowing for two weeks, with a whole day induction in the office. I completed the care certificate and online training, plus some face-to-face training”, “New staff are given the care plan then they come here. They have an induction and then shadowing. More than one shift, you can’t learn everything in a single shift” and “You do a morning, evening shift and waking night shift on induction so you have seen all the routines”.

The provider always 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.

The service engaged positively with people’s relatives and involved health care professionals to ensure people’s care needs were met.

Managers and staff worked effectively with health and social care professionals to ensure people’s needs were understood and acted upon. Professionals were highly complimentary of the service’s collaborative approach and told us, “Their ability to respond promptly and appropriately to individuals’ needs reflects a well-trained and knowledgeable workforce” and “They have also requested and attended [multidisciplinary team meetings] as appropriate to discuss solutions for reaching the best outcomes for the client”.

The business development manager and the provider’s directors were comfortable challenging professionals and commissioners where decisions were likely to adversely impact on people’s quality of life.

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.

The service supported and encouraged people to access health care services when needed. Staff were able to support people during health appointments when asked. People told us, “A carer accompanied me to an eye clinic appointment and made sure I understood what was happening and didn’t miss anything of what I was told”, “The carers take me to appointments and support me” and “They ask me if I want them to come to appointments with me. Then they know what’s going on and write it in the notes so everyone supporting me knows what’s going on.”

Heath and social care professionals recognised the service was fully focused on individuals’ specific needs and consistently reported the service worked effectively with them. Professional’s comments included, “They not only see the person, but the family are also taken into consideration” and “Karrek are very open to work with and committed to collaborating with us”.

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.

People and their relatives were consistently complimentary of the support the service provided. They were confident any concerns reported would be addressed and that information was shared openly. People said, “The staff share anything they notice. I can phone the office any time and I have done, it’s all very supportive” and “They listen to me and respect me”.

The provider’s directors had recognised there had been an increase in the number of referrals being made to support people with mental health needs. As a result, they were looking to develop staff skills in this area and commented, “We want to bring more people in with mental health experience. Staff are being encouraged to achieve mental health qualifications, some staff recently attended a 2-day training event.”

The provider had identified the impact proposed increases in staffing levels could have on one person’s wellbeing and independence. They had been able to successfully demonstrate to professionals that new risks, associated with changes in a person’s behaviours, could be managed by their existing, experienced support team. This was a positive outcome for the individual as an increase in monitoring would have caused them anxiety and impacted on their sense of independence.

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

Staff sought consent before providing support and encouraged people to do things for themselves where possible. People controlled how and when care was provided and staff respected choices while gently encouraging people to accept assistance when needed. People told us, “All the time they are asking me if what they are doing is OK, they talk me through everything and ask if I am ready and agree with what they intend”.

Staff understood that people’s capacity to make specific decisions could fluctuate over time and varied when information and choices were offered. This helped support people to make meaningful decisions. Professionals told us, “Individual’s views and wishes are clearly advocated for”.

The provider ensured people’s rights and liberty were protected. Where individuals were unable to make specific decisions, the provider had engaged positively with relatives and professionals to ensure decisions were made in people’s best interests. Where people’s care plans restricted freedoms, these restrictions had been reported to commissioners and the local authority for authorisation by the Court of Protection.