Ransdale House

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

Effective

Effective – this means we looked for evidence that people’s care, treatment and support achieved good outcomes and promoted a good quality of life, based on best available evidence.

At our last assessment we rated this key question requires improvement. At this assessment the rating has changed to good. This meant people’s outcomes were consistently good, and people’s feedback confirmed this.

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.

The provider made sure people’s care and treatment was effective by assessing and reviewing their health, care, wellbeing and communication needs with them.

Assessments were person-centred and considered people’s abilities and goals, together with their specific care needs. People’s communication needs were assessed and met to maximise the effectiveness of their care and treatment. Accessible formats were identified and used to support their involvement, for example, easy read documents. For 1 person they used a communication book. The person would sit with staff and go through the alphabet, pictures of their favourite meals, activities, daily routines and the person’s one to one meetings with staff.

The provider planned and delivered people’s care and treatment with them, including what was important and mattered to them. They did this in line with legislation and current evidence-based good practice and standards.Staff knew people well and understood their needs and preferences. A comprehensive training package meant staff knowledge was up to date and in line with good practice and standards.

Individual dietary needs were recorded in care plans to ensure staff were aware of the support people required. Staff had access to up-to-date information about people’s dietary requirements, allergies, and personal preferences, including likes and dislikes. People were offered choice at mealtimes.

The staff and management team worked well across teams and services to support people. They made sure people only needed to tell their story once by sharing their assessment of needs when people moved between different services.

People’s care files included copies of assessments completed by other agencies and services and staff had access to these to ensure continuity of care. Staff and managers had positive working relationships with professionals and they were proactive in raising issues and acting on advice given. Staff had raised referrals to health professionals in a timely way when people’s needs had changed.

People had health care action plans and health care passports. These tools were a quick and easy way to give health and social care professionals more information about the person, so they received the right care and treatment.

The provider supported people to manage their health and wellbeing to maximise their independence, choice and control. Staff supported people to live healthier lives and where possible, reduce their future needs for care and support.

Staff worked closely with GPs, community health teams, and other professionals to ensure people received coordinated, consistent, and effective care. Health professional’s recommendations were embedded into people’s care and support plans and implemented by staff. Care records were person-centred. People were being cared for in line with their assessed needs.

Staff helped people to develop nutritionally balanced menus. People could access the kitchen freely to prepare food and drinks. If people needed staff support, they were frequently offered appropriate options. Staff followed recognised guidance where people were at nutritional risk or needed a modified diet due to choking risks.

The provider routinely monitored people’s care and treatment to continuously improve it. They ensured that outcomes were positive and consistent, and that they met both clinical expectations and the expectations of people themselves.

Care records were reviewed regularly. Where people were at risk of losing too much weight, their weight was regularly monitored and action taken if needed. Care plans were person-centred and supported staff to provide the right care to people.

The provider told people about their rights around consent and respected these when delivering person-centred care and treatment.

People were supported to make choices and have control over their lives. Staff worked in the least restrictive way and acted in people’s best interests. They understood the principles of the Mental Capacity Act 2005 (MCA), which provides a legal framework for decisions made on behalf of people who may lack capacity. Staff had MCA training, and policies followed MCA principles. Where people could not make decisions themselves, best interest’s decisions were in place and made with input from relatives and healthcare professionals involved in their care.