Sandown Court (Care Outlook)

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 newly re-registered service which was taken over as going concern by a new provider in November 2023.

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, and others involved in their care, had been actively involved in assessments of their needs conducted by the manager prior to admission. The housing association told us, “Prospective new service users care needs are discussed at the extra care allocations panel and the provider confirms whether or not they can safely manage these needs before a housing offer is made.”

Peoples choices and preferences had been used to plan their individualised packages of care and support. Staff understood people’s individual needs and how these should be met.

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.

People received personal care and support from staff according to their individual assessed needs and wishes. An external care professional told us, “We recognise how good the managers and staff are at meeting and responding to the diverse and complex needs of our clients because they consistently provide them with high quality, person-centred care.”

Staff were supported through training and supervision to deliver care and support to people in line with legislation, good practice and standards. Managers also conducted regular monitoring checks on staff during call visits to observed their care practices and assess how well they were supporting to meet their needs and wishes. Managers assessed, monitored and reviewed people’s care records at regular intervals to ensure they remained up to date and contained relevant information about people’s current needs and preferences.

The provider worked well across teams and services to support people.

People were supported by managers and staff who worked well-together and with other external health and social care professionals and bodies. For example, they worked closely with an NHS learning disability team to ensure one person’s medical health care needs continued to be met. Systems were in place to make sure information was shared in a timely manner by everyone involved in a person’s care. This all helped to ensure a joined up, consistent approach to delivering safe and effective care to people in line with their individually assessed needs and preferences.

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 by staff to stay healthy and well in line with their assessed needs and wishes. Staff knew when people were unwell or in pain, discomfort or showing signs of an infection. Staff supported people to access services for their health care needs. For example, staff ensured people routinely attended scheduled health care appointments and had regular screening and check-ups with a range of community-based health care professionals including, GP’s, district nurses and opticians. People with a learning disability had specific health actions plans and hospital passports in place which staff used to ensure people received the right levels of health care and support they needed.

Information about people’s healthcare needs was assessed and reviewed at regular intervals. This meant staff had up to date information about people’s needs to help them support people to live healthier lives. An external health care professional told us, “We work closely with the managers and staff at the scheme to jointly highlight people’s health care needs. This ensures our clients health care needs are accurately reflected in their care home and they receive the right levels of medical and health care support they require from all the relevant professionals, such as their GP.”

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.

People experienced positive outcomes from the care and support provided by staff. People’s care and support was regularly reviewed to ensure this was meeting their needs and expected outcomes. Staff understood how to support people to help them achieve positive outcomes in relation to their care and support needs. They monitored the care and support provided to people and knew what action to take if any improvements to this were required. Systems were in place to monitor the care and support provided to people to ensure this remained effective.

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

People were supported to understand the care and support staff wished to provide them. This enabled people to consent to this if they wished. People could refuse to receive care and support. For example, one person did not like staff to clean their flat, which staff respected. People’s care plans made it clear what decisions people could make for themselves. Staff understood people’s capacity to make decisions about the care and support they received. Managers and staff confirmed they had received Mental Capacity Act 2005 (MCA) and Deprivation of Liberty Safeguards (DOLs) training. The service was clearly working within the principles of the Mental Capacity Act 2005 (MCA).