Support for Living Limited - 1 St Quintin Avenue

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 with them. The provider evaluated and assessed people’s needs by using their processes to determine if they could be met and how. The provider updated assessments with people, and their relatives which were thorough, to ensure they met people’s current needs. The assessments informed care plans that were up-to-date, regularly reviewed, and updated so staff understood people’s current needs. Any required adjustments were made accordingly.

The provider planned and delivered people’s care and treatment with them. This included what was important and mattered to them, in line with legislation and current evidence-based good practice and standards. The systems in place ensured that staff were kept up to date with national legislation, evidence-based good practice, new innovations, and required standards. One personshowed us pictures of things they had done and places they had been, including ‘Gracelands’ the home of Elvis Presley.

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 if people moved between different services. The provider’s processes enabled the service and its staff to engage with relevant healthcare professionals, and other organisations within the community that may be able to meet people’s needs that fall outside the agreed care package. This provided joined up, linked care and support for people. A staff member said, “I was introduced to [Person using the service]. I was given time to read their files. I Shadowed staff when [Person] was supported indoors and outdoors. I was shadowed until the staff and management were confident, I could do the job right.”

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. Whilst staff encouraged people to eat healthily, they still maintained their choices. The processes in place enabled the service to keep track of people’s health, update care plans, and inform healthcare professionals of required changes.

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. The processes included assessments carried out prior to people receiving a service, and care plans that were comprehensive, and identified people’s care and support needs. The monitoring processes regularly updated care plans with fresh information that identified areas of care that required refocusing, and the care package to be adjusted.

The provider told people about their rights around consent and respected these when delivering person-centred care and treatment. There were systems and processes to ensure that people and their representatives understood the care and treatment being offered or recommended. Consent to care and treatment was recorded in people’s care plans and wherever possible by themselves or by people appointed to make decisions on their behalf. The management team had ensured they were working within the principles of the Mental Capacity Act 2005 (MCA). The MCA provides a legal framework for making particular decisions on behalf of people who may lack the mental capacity to do so for themselves. The MCA requires that, as far as possible, people make their own decisions and are helped to do so when needed. When they lack mental capacity to take particular decisions, any made on their behalf must be in their best interests and as least restrictive as possible.