Be Caring Manchester

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 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 needs with them.

All prospective clients had a face-to-face assessment to ensure their needs could be met. Scheduled reviews of care plans were in place after 6 weeks and 12 months or if changes occurred.

Staff confirmed care plans were up to date. Changes were communicated quickly and effectively by the electronic recording system.

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.

Care plans contained clear information about what was important to people. The central team at head office supported the service to keep up to date with good practice and expected standards.

Care planning ensured staff were aware of specific dietary needs and how to meet them. We checked care records for people with dementia and there was detailed guidance and prompts for the staff to follow to support people who struggled to eat independently.

The provider worked well across teams and services to support people. Communication within the service and with external professionals was effective.

Care records were detailed and contained information for staff to share with other health and social care professionals as needed. The office staff communicated well with external health and social care professionals. Staff told us, “Yes, the relationships work well. For example, if I report concerns to the office about skin integrity the office calls the district nurse straight away” and “Yes, the office is responsive and follow things up quickly.”

Care staff said support from the registered manager and the office staff was good and the communication was effective. They told us, “The communication is good. We can call anytime” and “The office are very supportive. They always listen and they always respond.”

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 involved in conversations about their health and well-being when collating and creating their individual care plans. These were reviewed routinely at 6 weeks and 12 months. This process was complemented by an outcome tool used to identify key areas people wanted to focus on. This often-included outcomes related to improving their health and wellbeing.

Staff were trained to recognise a decline in someone’s health and to escalate issues to the office. Staff knowledge in this area was assessed during induction, refresher training and during direct observations.

Staff were also encouraged to utilise the ‘Not Quite Right’ approach which encouraged them to observe any changes in people’s presentation, including health related issues such as speech, skin, behaviours, eating and drinking and general illnesses.

The provider had processes in place to monitor the service to ensure people received the care they required.

Outcome forms were completed with people at reviews scheduled at 6 weeks and 12 months. The form focused on 4 key areas including wellbeing and independence to see if further support was required to improve people’s experience in these areas.

Staff told us the care plans were up to date and provided them with the required guidance. Additional guidance notes in the daily records were very detailed and provided staff with clear prompts for each task at every visit. Office staff and the senior team had oversight of these daily records to help ensure people’s daily tasks were being completed.

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

Staff received training and an up-to-date Mental Capacity Act policy was available to support staff.

People’s views and wishes were considered when their care was planned.

Changes were made during the assessment to improve the format of the care plans, to help ensure situations where people could not consent to their care plans, resulted in a best interest decision being recorded.