Continuity Healthcare Services Private Limited

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 assessed all the quality statements in the effective key question.

This service scored 67 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

People and relatives told us a needs assessment had been completed before they started using the service.

The registered manager told us senior members of staff completed assessments prior to people starting their care packages. They said shortfalls identified by the local authority where assessments did not always have full details of people’s health needs had been addressed with the assessors and action was being taken to make improvements. The registered manager said they had paused taking on care for any new people until they had addressed the concerns raised by the local authority.

Records demonstrated people’s needs were assessed with them before they started using the service and had been reviewed.

People and relatives told us staff did not provide suitable support to prepare food and drinks. Some people said staff lacked skills to prepare basic food, such as a boiled egg and toast. One person said they had resorted to buying ready meals as staff could not prepare food and a relative said they left sandwiches in the fridge. Another relative said they prepare all meals as staff are not able to do this. One person said not all of the staff were able to make a cup of tea.

The registered manager told us they were aware of the concerns raised by people in relation to food preparation. They said they were working to gather more specific information about people’s needs, so they could give staff clearer guidance.

Where people had health conditions such as diabetes and wounds, there was not always guidance recorded for staff to follow. It was not always clear what actions staff should take if the person became unwell or needed further support and treatment.

People told us staff worked well with other services, such as community health services and paramedics, to ensure they received the care they need.

Staff told us systems for communication with local authority and community health teams worked well. Staff said communication was clear and information was shared where relevant.

Health and social care professionals we contacted did not raise any concerns about the way staff teams worked together.

Staff worked with healthcare professionals to make sure people’s needs were met. Examples included regular communication with community nurses and social workers.

People told us they were able to access health services, with support from staff where needed.

Staff supported people to access health services where appropriate. This included supporting people to attend hospital appointments and support to attend community health services.

Staff escalated any changes to people’s health to senior staff or with people’s family members. Action was taken to contact relevant healthcare professionals and make sure people had reviews if needed.

Relatives told us staff monitored people to assess whether any changes were needed with their planned care. Examples included monitoring a person’s urine and identifying they needed to drink more.

Staff told us people’s health was monitored to identify any changes. Examples staff gave included monitoring people’s food and fluid intake and blood glucose levels. Staff said this was used to inform health professionals and review the care that people needed.

Staff maintained records of the care they had provided, including whether people’s needs were changing.

Most people and relatives told us they were involved in decisions about their care.

Staff demonstrated an understanding of the Mental Capacity Act and consent issues. Staff understood the need to follow the best interest decision making process if people were assessed to lack capacity to consent to a specific decision. However, the management team had not consistently followed the MCA process. In discussions, the registered manager recognised the process had not always been followed correctly.

Staff had training on the Mental Capacity Act 2005. Records demonstrated staff were supporting people to make day to day decisions about how they wanted to spend their time. However, best interest decision records had not always been fully completed when people did not have capacity to make certain decisions. It was not clear who had been involved in making decisions or what other options were considered to keep people safe.