Lizor Care

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 6 of the quality statements for this key question.

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 and their relatives told us an assessment had been completed before they started using the service. This process continued once the service started to make sure assessments were accurate and staff had a good understanding of people’s needs.

The manager told us they had reviewed how assessments should be completed. They told us they made sure people’s needs would be assessed prior to any care package being agreed. The manager told us, “We review the package and make sure we can meet the needs. We set up care plans with the customer, do any risk assessments required. If there was any equipment needed, we would train the staff to use it. We also work with any professionals involved.”

People’s needs had been assessed and recorded in their care plans. Assessments were regularly reviewed to ensure the level of support remained correct.

People and relatives told us they were getting the care they needed to meet their needs. Where agreed people told us staff would help them have a light meal, snacks and drinks.

The manager told us they kept up to date with good practice by reading lots of guidance and getting updates from organisations such as CQC. The manager said they learned from working with community professionals and the local authority. Any learning and changes to guidelines were shared with the staff.

The new manager had reviewed how staff were trained and introduced ‘train the trainer’ roles. This meant staff delivering training were provided with more in depth training so they could effectively and safely train other staff. The manager told us they were confident staff had good skills, knowledge and understanding of how to deliver care safely. The manager told us, “Staff did face to face train the trainer courses. Staff really enjoyed it and wanted to do it. This is investment in them and their team growth.”

People told us they had a core group of staff who supported them effectively. People were being provided with care from staff who worked well as a team and communicated with each other.

Staff told us there was good teamwork amongst staff providing care and office support staff. One member of staff said, “There is good teamwork, we lean on each other. We guide each other to deliver the best care possible. I am able to call in the office at any time, I always know they are on hand to help me.”

Professionals told us staff had worked with them effectively to assess people’s needs and make sure care delivery was what people wanted.

Staff had regular meetings to discuss people’s needs and updates on any changing needs. The provider also had systems to update staff on their phones which enabled them to communicate with other staff in a timely manner. People’s care records evidenced staff working with other agencies to make sure people’s needs were being met.

People and relatives were confident staff would support them to contact healthcare professionals when needed.

Staff knew people well and had an understanding of health needs. If health issues were identified referrals to healthcare professionals had been made. The manager told us they knew who to link up with for various health conditions.

Records demonstrated guidance was available for staff on how to support people’s health conditions. All contact with healthcare professionals had been recorded in people’s notes. Staff had been provided with additional training on health conditions such as diabetes.

People told us they had the support they needed from staff to monitor any health conditions. Relatives told us they felt assured being able to access people’s care records online to monitor care delivery.

The manager told us staff could raise any concerns with people’s care in meetings so outcomes could be discussed. Staff told us they were aware of what monitoring was needed and when to escalate any issues. One member of staff said, “We monitor a person’s catheter for signs of dehydration and infection. You can tell a lot from the colour of the urine. If there are any changes, we would follow that up and call the GP if needed.” Another member of staff told us how getting to know people helped them to monitor outcomes. They said, “I get to know people, I get to understand their moods. Working with people over time, I observe them, get to know what their needs are and what they want.”

Care plans were reviewed every 3 months or sooner if needed. The manager had also introduced daily reviews on care notes so effective monitoring of care could be completed. Office teams had been given additional training so they could monitor people’s care and identify any issues at early stages.

People were supported to have the maximum choice and control over their lives and staff supported them in the least restrictive way possible and in their best interests. People told us they were involved in decisions about their care.

Staff were aware of the principles of the Mental Capacity Act 2005 (MCA) and how it applied to their work. One member of staff said, “I don’t assume people do not have capacity. I make sure they make their own decisions; I don’t make the decision for them. If they [people] don’t have capacity, you make decisions in their best interest and you use the least restrictive option.”

Staff had completed training in the Mental Capacity Act 2005 and the provider had a policy and procedures to support staff. Records demonstrated people had consented to their support plans.