2 Millbrook Way

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 requires improvement. 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 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 regularly.

Not all families said they were involved in the planning of their family member’s care. However, documentation showed the manager communicated with families regularly on people’s wellbeing. One relative told us, “They [Management] don’t know [family member] as long as us. They will listen to what we have to say. They take an interest in what we have to say.”

We saw evidence that specialist professionals were involved in the assessment of people’s needs and the development of positive behavioural support plans (PBS). A PBS plan is a person-centred strategy to understand and manage behaviours that are challenging. Instead of just focusing on the behaviour itself, it works to improve the individual's quality of life by addressing the underlying causes.

Assessments included consideration of people’s physical, mental health, sensory, social and communication needs.

The provider planned and delivered care and treatment including what was important and mattered to people. They did this in line with legislation and current evidence-based good practice and standards.

People had enough to eat and drink to prevent malnutrition or dehydration and were supported to manage their dietary needs and associated risks.

We observed people choosing what to eat and drink and when and where to have these drinks, meals and snacks. The communal kitchen had a separate area to prepare food following one person’s religious practices.

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 told us there was excellent communication between their staff team and to and from management. One staff member told us, “We have thorough morning and evening handovers.” A second staff member told us, “[Manager and deputy manager] they listen to us.”

Most relatives told us they were kept up to date about family members lives. One relative told us, “They are pretty quick at responding to my questions.”

The provider supported people to manage their health and wellbeing. Staff supported people to live healthier lives.

People were supported to access routine health monitoring to stay healthy. This included liaising with health professionals and developing strategies in their best interests to combat people’s fears and anxieties and deliver positive outcomes.

Staff had received suitable training to ensure they effectively supported people with their physical and mental wellbeing. This included managing ongoing health conditions and promoting healthier diet and lifestyle choices.

The provider routinely monitored people’s care and treatment to continuously improve it.

They ensured that outcomes sought to meet both clinical expectations and the expectations of people themselves. There was analysis of information by the management team, quality leads and directors on incidents that occurred, and actions taken.

People were supported to maintain their quality of life. The provider had their own transport that people could use to access social opportunities in their local area and further afield for day trips and holidays.

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

Staff understood the importance of obtaining consent before they delivered care or support. Staff completed training in The Mental Capacity Act 2005 (MCA), to aid their understanding of people’s rights, and gave examples of how they sought consent from people. We observed staff offering people choices and records showed people were decision makers on daily activities.

When people lacked the capacity to make a decision and the decision needed to be made for them, the MCA states the decision must be made in their best interests. Records showed the manager had followed legal processes and taken suitable steps to support people effectively. Management and staff worked with people’s advocates to ensure their views, wishes, and rights were respected.