L'Arche Bognor Regis Bethany

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

People were now involved in planning their care. Care plans now reflected people’s preferences and promoted effective outcomes. People’s needs were regularly assessed and reviewed. People had access to health and social care professionals and medical treatment. People’s rights were respected, and care and treatment provided in line with the requirements of the Mental Capacity Act 2005. 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.

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 needs assessments and their choices and preferences captured. A person told us they had completed a lot of paperwork with a lot of questions called “An assessment” and this helped them to stay safe and well. Information from assessments was used to identify the type and level of support people needed to support them well.

Staff used information from assessments to plan people’s care and support. Health assessments enabled staff to monitor people’s health and provide timely interventions. Assessments for daily living supported people’s independence and safety.

The provider had undertaken a review of all assessments and had made improvements to assessment and care planning processes. Assessments were carried prior to people joining the service to ensure their needs could be met. Multidisciplinary assessments provided information for targeted care planning. Assessment processes were person centred and encouraged partnership working.

People told us they spoke with staff about their care. A person said, “I make staff write it down,” adding, “I have to make sure they get it right.” They told us staff did get it right “most of the time.” People told us they were supported by staff who knew them well and this was important to them.

Staff followed guidance from health professionals to support people’s health. Keyworker meetings and care reviews provided information about what was working well and where people may need more support. Staff followed best practice guidelines to ensure people received their support in a safe and personalised way.

Accurate records were kept about people’s care. There were effective systems in place to assess and monitor people’s care and outcomes. Training was available to staff to ensure they had the skills and knowledge to support people well.

People were able to access other services effectively. People told us about the different people involved in supporting their care and wellbeing. A person had a social worker who they said, “Checks up on me now and again.” Another person told us about the specialist support they received to understand and manage their mental health.

Staff told us improvements had been made to how the team communicated. This enabled them to work more effectively across teams and partner agencies to support people well. Changes to people’s care and treatment plans were communicated effectively through hand over, team meetings and care records.

We did not receive any specific feedback from professionals who worked at the service during this assessment about how staff and teams work together.

The service worked in partnership with other organisations. People’s care records showed staff sought advice and guidance from appropriate professionals and made referrals for specialist support. Rotas reflected a flexible approach to meeting people’s needs and provided continuity of care.

People told us they were supported to manage their health and wellbeing. People provided examples of how they had been supported to manage pain, specific health conditions and dietary needs. A person told us walking and listening to music supported their mental wellbeing. Another person said the opportunity to describe their current state of health had led to a medicine change and them feeling “Much better.”

Staff were knowledgeable about the support each person needed to achieve good health. For example, encouraging a person’s positive mental health by listening to music and providing advice about stopping smoking. Staff were knowledgeable about the signs to indicate a person’s health may be deteriorating and the action to take.

Staff liaised effectively with other organisations and teams; people received support from specialist health care professionals. Care records showed that people had access to routine and specialist health care appointments including an annual health check. Records were kept about health appointments people had attended and staff ensured that guidance provided was implemented.

People told us they were supported to achieve positive outcomes. A person’s care plan reflected self-help skills which were effective in minimising their risk of experiencing seizures. Another person told us how effective pain management enabled them to sleep better. People told us they felt more involved in reviewing and planning their care.

Staff told us positive improvements in care practices had led to better outcomes for people. People had more opportunities to do things that mattered to them. There were improved processes to monitor people’s health and to manage risks. Person-centred support enabled people to shape the way their care was provided.

Provider led improvements ensured a person centred approach to providing care. Risks management processes, key worker meetings and person centred care planning enabled people to have greater control over their lives. Care plans reflected people strengths, abilities, and aspirations. Improved governance processes regularly monitored people’s care to ensure better outcomes.

People told us and we observed, staff sought people’s consent before providing support. People’s decisions and choices were respected. A person told us they felt informed and listened to by staff and medical professionals. This had enabled them to make decisions about their healthcare and treatment.

Staff worked collaboratively with people, families, and professionals to ensure people’s rights and freedoms were respected. Staff and managers had a good understanding of the Mental Capacity Act 2005(MCA) and ensured any decisions made on behalf of individuals who lacked capacity were made appropriately and, in the person’s, best interests.

People were supported to have maximum choice and control of their lives and staff supported them in the least restrictive way possible; the policies and systems in the service supported this practice. Mental capacity assessments had been completed where necessary. Where restrictions had been placed on a person’s liberty to keep them safe, these were lawful and authorised by the local authority.