Annabelle Care 2020 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.

This is the first assessment for this service. This key question has been rated 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.

People’s needs were assessed before they began receiving care. Assessments were comprehensive and considered people’s physical health, mental wellbeing, communication needs, preferences, desired outcomes and the support required to maintain their independence.

Information gathered during the assessment process was used to develop personalised care plans that reflected people’s individual circumstances and strengths. People and those important to them were involved in discussions about care and support, helping to ensure their views and preferences were understood and respected.

Staff had access to current information about the people they supported and demonstrated a good understanding of individual needs. People told us staff knew their support needs well.

The provider planned and delivered people’s care and treatment with them, including what was important and mattered to them.

People received care and support that reflected current best practice and was tailored to their individual needs. Care plans contained relevant information to guide staff in delivering consistent care and support, and staff demonstrated a good understanding of the people they supported and their assessed needs.

The provider ensured staff had access to training, guidance and ongoing support to help them deliver safe and effective care. Staff applied their knowledge in practice and understood how to recognise changes in people’s health and wellbeing. Where required, the provider worked collaboratively with healthcare professionals to ensure care and treatment remained appropriate and responsive to people’s changing needs. For example, attending a joint visit with the Occupational Therapist when there was a change in a person mobility. This ensured staff had clear directions on how best to support people safely.

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.

People benefited from effective communication and coordinated working between staff, the management team and external professionals. Staff understood people’s needs and worked together to ensure care was delivered consistently and in line with people's preferences and outcomes.

Staff told us they promptly escalated any changes in people’s health, wellbeing or circumstances to the management team. Records demonstrated that managers acted on concerns and liaised with relevant healthcare professionals and other agencies when required. This was supported by the feedback shared by professionals who worked with the service. One professional told us, “Staff know [people] and their involved families well. They will communicate any risks or needs to the relevant parties needed to be involved.” This helped to ensure people received timely support and that any risks or changes in need were appropriately managed.

People had access to concise care summaries, often referred to as ‘grab sheets’, which provided an overview of their care and support needs. This meant important information was readily available to staff and professionals involved in their care, reducing the need for people to repeatedly explain their circumstances and helping to ensure continuity of support.

Staff spoke positively about teamwork and described good communication across the service.

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 were supported to maintain and improve their health and wellbeing through care that reflected their individual needs and preferences. Staff knew people well and had a good understanding of their health conditions, routines and the support they required to remain as independent as possible. Care plans contained information about people’s health needs, including details of their GP and other healthcare professionals involved in their care, ensuring staff knew who to contact if concerns arose or additional support was required.

People told us they were involved in decisions about their care and were happy with the choice and control they had over their daily lives. Staff respected people’s preferences and supported them in a way that promoted independence and positive outcomes. People said they were offered meals and a choice of drinks and were supported to maintain adequate nutrition and hydration where this formed part of their care needs.

People and their relatives spoke positively about the support they received. They told us staff took time to talk with them, listened to their views and did not rush visits. Staff monitored people’s wellbeing and responded appropriately to changes in their health, seeking advice from healthcare professionals when needed. This helped to ensure people received personalised support that promoted their health, wellbeing and quality of life.

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 maintained regular oversight of the people they supported and communicated any concerns to the management team.

The provider worked collaboratively with healthcare professionals and other agencies when required to support people’s health, wellbeing and independence. One professional told us, “Referrals to our service, that have been allocated to me have been appropriate and timely.” This approach helped ensure people received care that was regularly evaluated, monitored and adapted to achieve positive outcomes.

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

The Mental Capacity Act 2005 (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 Act 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.

Mental capacity discussions were included in care plans, detailing whether people were able to make their own decision. Staff had received mental capacity training and were able to explain mental capacity to us. One staff member told us, “For me this is ensuring that we are still providing person centred care but also working in an individual’s best interest if they lack capacity.” Another staff member told us, “I have received training in the mental capacity act. Providing care to someone who lacks capacity can be challenging at times. But it is very rewarding for me knowing that I can help make their quality of life better.Before any action is carried out consent is given.”