Opportunities for Adults and Children

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. This included initial assessments of people’s needs prior to care packages commencing as well as reviews of people’s care at agreed intervals or when people’s needs changed. This helped to ensure care plans and assessments were kept current and reflective of people’s needs. The registered manager told us once the package of care had commenced; they carried out a review within 14 days to ensure people were happy with their care and support and to ensure the care provided met people’s assessed needs. Relatives confirmed they had input into people’s care plans. One relative told us how they and the person’s social worker had been involved.

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. Individualised strategies were in place for people who experienced anxiety related behaviours, mobility needs, or risks to skin integrity.This meant people received care that was personalised, proactive, and aligned with best practice guidance to support their safety, wellbeing and independence.

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.

The registered manager described close working relationships with health professionals and the local authority. Records showed the service worked closely with many health professionals, including social workers, community nurses, GPs and other specialists to help keep people safe at home and ensure their needs were met promptly.

The provider ensured continuity of care for people who were transitioning out of the service into other settings, such as residential or nursing homes. Staff shared up‑to‑date assessments, risk information and care plans with the receiving service, and worked with the person and new provider to agree transition plans and any adjustments needed to support a safe and comfortable move. The service remained available for follow‑up contact to ensure a smooth handover. Leaders told us this approach reduced gaps in care and helped people experience a well‑coordinated and positive transition between services.

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’s healthcare needs were identified in their care plans. This included the level of support they needed to maintain good health. Relatives told us staff were responsive to changes in people’s needs and took prompt, appropriate action. Staff shared examples where they had recognised people’s needs had changed and their care needed adjusting.

Updates about people’s health were shared quickly with staff through the electronic care planning system, which allowed important changes to be communicated promptly. Where people had specific health conditions, staff received training relevant to those conditions and worked closely with people, families and health professionals. This helped ensure staff understood people’s needs and supported people to manage their conditions safely and in the way they preferred.

Leaders shared examples of how staff supported people with healthier lifestyle choices. For instance, people following a recognised healthy eating programme were supported to purchase and use the recommended portion‑control plate, and some people had been helped to reduce their intake of fizzy drinks. These personalised approaches helped people achieve positive health outcomes.

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.

Staff recorded details of the care and support provided during each care visit and senior staff monitored these to confirm people’s needs were being met.The provider also used audits, incident reviews and feedback from people, relatives and staff to monitor outcomes and identify areas for improvement.

The provider was alert to the risk of isolation for people living in their own homes. Staff worked with people to explore their interests and identify ways to build their confidence to go out or take part in activities they enjoyed. Where helpful, the service sought advice from health professionals about suitable equipment or temporary increases in support hours to help people become more independent. Staff supported people in the community while they gradually increased their confidence and widened the range of places they felt comfortable visiting.

There were also examples where staff helped people achieve significant improvements in their quality of life. For example, when a person’s mobility changed and they began to struggle with stairs, staff supported them to work with the local authority to find more suitable accommodation. The provider then helped them move, ensuring they could continue living safely and independently.

This proactive, personalised approach helped reduce risks and improved people’s wellbeing and overall quality of life.

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

There were policies and procedures in place to ensure valid consent to care was obtained. Staff had a good knowledge around the Mental Capacity Act 2005 (MCA) and knew how to practically apply this in their everyday roles. Daily notes showed consent was gained before providing care to people.

The provider took a considered and person-centred approach to assessing people’s mental capacity. Assessments were carried out over a period of time to maximise people’s involvement, considering things such as the best time of day, the person’s preferred communication style, and using information in formats people could understand. This helped ensure people were supported to make their own decisions wherever possible.

Where people had appointed a power of attorney, the provider ensured this legal authority to act on a person’s behalf was verified. This helped to ensure the provider was following the correct procedures around gaining consent to care.