Gilburn

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

We reviewed all quality statements in the Effective domain. People’s needs were assessed, reviewed and updated in care plans and risk assessments by leaders at the service. Information was available to staff who had time to read and understand relevant documentation. Staff were trained in a variety of areas to ensure they had relevant skills and knowledge to undertake their role. People’s capacity to make decisions were assessed and appropriate legal processes were in place for those who had some restrictions around their care in place. Staff understood people’s right to make decisions and worked to de-escalate risk and divert people, using restraint practices as last resort measures.

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.

 People were involved in their care and opportunities to share their views were encouraged. Some relatives felt communication needed to improve, whilst others felt information about their relative was shared with them. One relative told us, “I am always involved, they always involve me and consult on everything. I am always kept updated.”

 Staff understood people’s needs. Staff told us they read care plans and risk assessments before supporting people. Any changes to people’s needs were also well communicated with staff. This helped to ensure staff were aware of the support people needed to keep them safe.

 Policies and processes were in place to ensure people’s needs were effectively assessed. The registered manager was responsible for ensuring people’s needs were identified, enabling strategies to be implemented which would safely meet people’s needs.

People were involved in choosing their support. People knew which staff would be supporting them ahead of time and made plans with them. For example, people planned days out to other parts of the country with their designated staff.

Staff told us they had enough information about people’s needs and had sufficient guidance to allow them to provide effective care. One staff member told us, “I feel like there is more detailed information about people now, and for new people too. I feel very confident to support any of the people who live here.”

Processes were in place to ensure people were able to identify people’s specific health needs, and were aware of best practice guidance to responsively care for them. The service was aware of the CQC guidance ‘Right Support, Right Care, Right Culture. This guidance outlines what we expect good care to look like for autistic people and people living with a learning disability.

People were supported by staff and teams who worked well together.

Staff and leaders told us meetings took place which involved external partner agencies as required. Advice and guidance from partner agencies was sought and followed to ensure good outcomes for people.

The provider worked alongside health and social care professionals, although some felt it was difficult to access information as not all staff were always aware of people’s situations.

We reviewed people’s care records which documented staff worked alongside health and social care professionals to meet people’s needs effectively.

People were supported to live healthier lives. People’s relatives told us various health and social care professionals visited the service if needed. For example, one relative told us, “Staff take [person] to the doctors.” Another relative told us, “The doctor came and did a review at the service.”

Staff and leaders told us they monitored people’s health and supported them to access the GP and other services.

 Systems were in place to identify and respond to people’s changing needs. Referrals were made with health care professionals as needed, and routine care appointments encouraged to ensure people’s health and wellbeing was maintained.

 People were supported and encouraged to make choices around their mental health needs as well as their physical health needs.

 Staff were able to ensure people attended health appointments regularly and followed guidance from health and social care professionals as required.

Processes were in place which allowed effective monitoring of people’s health and outcomes to occur. Reviews took place collaboratively with health and social care providers, and internally which meant actions and interventions to keep people healthy were taken.

 People were able to express choice and control over their care needs. For example, a person told us they were able to choose activities and trips they wanted to enjoy with the support of staff.

 Staff and leaders told us people were supported according to their own routines. Staff and leaders told us they sought consent before delivering care, and information was provided to people to help them make choices. A staff member told us, “if someone has capacity to do what they want, they can make their own decisions.” Staff demonstrated good understanding and knowledge about restrictions and enabling people to make informed decisions.

 Processes to monitor and assess people’s ability to make specific decisions were in place. Where people lacked the capacity to make decisions best interest decisions had been made involving relevant people who knew the person well. For example, health care professionals and family. The provider was aware improvements were needed to some of the capacity assessments that had been completed to ensure clear evidence which supported decision making was recorded. Deprivation of Liberty Safeguards had been made for people living at the service where there was a risk their rights were being restricted.