Pinkneys Road Also known as 87 Pinkneys Road

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 health, care, wellbeing and communication needs with them. Information about people's dietary needs had been recorded in their care files. This included special dietary requirements such as different textures to prevent choking. Plans were person centred and contained information covering a summary of daily routines, including how the person would like their care to be carried out. People’s care plans were reviewed on a regular basis. This ensured they were accurate, up to date and reflected the current needs and preferences of people. Family members told us they were not always involved in the initial assessment and regular reviews of people’s needs. This was raised to the registered manager who agreed this would be reviewed.

We noted that emotional and psychological welfare were not always routinely recorded within people’s daily care records. This meant a holistic record of the person’s day was not in place. This was raised to the registered manager who advised this would be looked into.

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 records reflected people's care and support needs and included their like and dislikes regarding care and dietary requirements. The service made timely and appropriate referrals for specialist support from other professionals such as the GP and the speech and language team (SALT). Care plans had been written including guidance from professionals to help ensure people’s needs were met.

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. There had previously been concerns in relation to the staffing team not always working effectively together however, the registered manager had been proactive in improving staff morale and ensuring better collaboration within the team. Where required, the provider addressed staff issues through their disciplinary processes. Processes were in place to share information across the service. Regular staff meetings were held. Assessments were reviewed and the staff and leaders facilitated discussion to support good communication between professionals. Staff worked with other professionals to make sure people’s needs were met. This included GPs, speech and language therapists and specialist nurses.

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 attend external appointments to support their physical and mental wellbeing. This meant people had a positive experience, good outcome and their disability did not prevent them from accessing prompt care and treatment. We heard how reasonable adjustments, such as where and when appointments were held, were supported by staff. This helped people to get the most from consultations without undue stress.

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. Relatives told us staff communicated with them regularly and when there were changes to people’s care needs. One relative told us, “They (staff) contact me regularly about any hospital appointments and call me straight away if [person] is not well. The staff have a clear process to follow as advised by the doctors at the hospital, contact 111 and have medication on site to use if necessary.”

Staff knew people well and were able to recognise early signs of them becoming unwell.

The provider had systems in place enabling staff to identify and respond to changes in people’s health and wellbeing in a timely manner.

The provider told people about their rights around consent and respected these when delivering person-centred care and treatment. The provider was working within the principles of the Mental Capacity Act 2005 (MCA). Systems were in place to ensure mental capacity assessments had been completed with people and others involved in their care. Where people could not make decisions and consent to their care, robust processes were now in place to make sure any decisions would be made in their best interests, involving all the relevant persons. Appropriate legal authorisations were in place to deprive people of their liberty where this was deemed necessary to ensure their safety. Staff understood people’s capacity to make decisions about their care and support using people’s preferred method of communication including through people’s non-verbal communication. For example, one person would make different sounds depending on what they wanted, and staff knew what each sound meant. Staff used this knowledge to seek consent before they provided any care and support.