Avengers Prime 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

People’s needs were assessed prior to commencing with the agency. This helped ensure that their needs could be met. The registered manager worked with external professionals to help provide effective care and they continually monitored people’s changing needs so they could adapt care appropriately. Staff understood the principles of the Mental Capacity Act 2005 and put this into practice.

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.

We did not receive any feedback in relation to this quality statement for this assessment.

The registered manager told us, “I will assess people myself for their needs, so I know if we can provide the care or not.”

People’s needs were assessed prior to them commencing with the agency. This helped ensure that the provider could be confident they were able to meet the person’s needs. The assessments were detailed and use to form the person’s initial care plan which was shared with staff.

We did not receive any feedback in relation to this quality statement for this assessment.

The registered manager told us, “We write everything down. If it’s not written down, it didn’t happen. The nurses will double check everything.”

The registered manager and some of the staff were clinically qualified which enabled them to use their professional knowledge to deliver care.

One person told us, “The hospital is involved in my care as well as the district nurse.”

A staff member told us, “One person was being treated in hospital for a pressure sore, but it is now healing, so we are able to manage it with bed rest and regular repositioning.”

The local authority told us the registered manager worked with them in relation to any investigations following incidents or accidents.

Staff could make referrals to healthcare professionals when needed and input was sought from appropriate agencies if staff felt it was necessary. A friend of one person told us, “His diabetes is now under control and the GP is very good too.”

One person told us, “I’ve just got that new chair (quad wheelchair) which I can go out in. Staff are going to support me to do that.”

Staff said they would accompany people outside if they requested it. A staff member said, “It is good for them. We also encourage lots of fluids to help prevent dehydration or urine infections.”

People’s care plans contained information on what staff should do if someone appeared unwell or were having ill effects from their health conditions. Staff were able to describe this guidance to us.

A friend of one person told us, “I would like him to go to the GP as I think it would help, but it is up to him to do so. The staff try to encourage him too. There is not a fortnight that goes by that I am not speaking with [registered manager] to discuss his care.”

The registered manager told us, “We carry out spot checks, supervisions and we talk to people. We set boundaries and have meetings to see how things are going.”

There were systems in place to consistently review a person’s care and make changes when necessary. Staff were informed of any changes, so they were aware of the most up to date information about a person.

People were supported to make their own decisions. One person told us, “I tell staff what I want and need.”

Staff understood the principles of the Mental Capacity Act 2005. A staff member told us, “You have to assume someone has capacity until they are assessed. [Person’s name] has capacity, so we need to let him make his own decisions.”

People’s capacity was assessed through a mental capacity assessment. The agency was not currently providing care to anyone who lacked capacity.