Ambar 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 63 (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 did not always make sure people’s care and treatment were effective because they did not always check and discuss people’s health, care, wellbeing and communication needs with them.

We found people’s care plans and risk assessments were not always personalised or person centred. There was an over-reliance on information from other healthcare professionals being copied and pasted into care plan documents. There was a risk this information would not always be the most relevant or up to date.

People and relatives we spoke with were unclear if they had a care plan in place with most saying they had not seen a care plan. Relatives did confirm that the registered manager had discussed care needs with them when they first started using the service.

The provider did not always plan and deliver people’s care and treatment with them, including what was important and mattered to them. We did not find clear nutritional and hydration plans in place and there was limited guidance on supporting people with diabetes in care plans. Monitoring charts were not used even though we saw in one person’s care plan they should be on monitoring charts. The registered manager told us staff tended to record this information in people’s daily records.

Where one person was on a specialist nutrition program, we saw there was separate guidance in place for staff to follow.

The registered manager worked well across teams and services to support people. Where needed the registered manager contacted other healthcare professionals such as district nurses, palliative care team or occupational therapist involved in people’s care. To ensure care was joined up and met people’s needs.

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 worked with people to support their independence and manage their health conditions whilst being able to remain living in their own homes.

The provider did not always routinely monitor people’s care and treatment to continuously improve it. They did not always ensure that outcomes were positive and consistent, or that they met both clinical expectations and the expectations of people.The registered manager did not always have care documentations in place that was up to date.This could impact on positive outcomes for people.

The registered manager routinely sent out surveys to people and relatives to gain feedback on their care. We saw examples of these surveys which had provided positive feedback on the service people were receiving.

The registered manager had systems in place to monitor peoples call times and we saw this information was discussed with staff during meetings to give feedback and discuss improvements.

The provider told people about their rights around consent and respected these when delivering person-centred care and treatment. Staff had received training in the Mental Capacity Act 2005 (MCA). Staff understood the need to gain consent from people to support them with their care needs and in making decisions. Staff told us, “When we first go in, we say hello and before we do anything we check the person gives their consent for us to support them.”

We found staff practice reflected the principles of the MCA. People were encouraged to make their own decisions, while still minimising risk. Staff understood their roles and responsibilities in relation to the Mental Capacity Act.