Matson 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 – 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 good. At this assessment the rating has remained 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. Staff understood people’s assessed needs. Care plans were detailed and person‑centred, reflecting preferences, routines, and cultural needs. A professional said, “The staff team understand people’s needs well and are committed to delivering high‑quality, person‑centred care.”

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.

People were supported by appropriate health and social care professionals if the need arose. We saw regular review meetings took place, and the manager sought advice from learning disability behaviour management specialists to provide effective support and keep people safe. Staff we spoke with were able to describe the needs of the people they supported, and the help they required. A staff member said, “I only intervene physically if absolutely necessary. I feel I have had appropriate training, and I use proactive measures to prevent things escalating.”

People with swallowing or eating concerns had their choking risk assessed, and in some cases, this resulted in alterations to the texture of their food and drink. Where needed these people were referred for assessment by a speech and language therapist. Alterations to the texture of food and drink were done in line with the International Dysphagia Diet Standardisation Initiative (IDDSI). Staff were trained to understand how people’s food and drink needed to be prepared and provided this in line with this guidance. One staff member said, “Staff feel confident and competent and there is a poster in the kitchen with IDDSI, so people have guidance.” Another staff member said, “For eating and drinking we have a diet plan for people with diabetes and choking [risks]. We follow the instructions…we have the skills we need to support people to be safe.”

The provider 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. Communication between staff, professionals and relatives was effective and supported continuity of care. A professional spoke about a person who recently moved to the home, and said, “Staff displayed genuine enthusiasm about welcoming and supporting the individual…They approached challenges with a problem‑solving mind‑set, demonstrating creativity and determination to ensure the placement’s success. There were no barriers, only a proactive drive to do what was right for the individual.”

The staff team were organised, and information was passed on via staff meetings, supervisions and handover information. Staff told us there was excellent communication between their staff team and to and from management. One staff member said, “Managers are very supportive, hands on and visible. Everyone knows what they are working towards to achieve the best possible outcomes for [people]. Supervisions are ongoing and they are always in a comfortable setting. In every supervision you are always asked how you are feeling and whether there is anything you would like to share.”

The provider supported people to manage their health and well-being to maximise their independence, choice and control. Staff promoted healthy lifestyles and supported people to live healthier lives with preventative health measures embedded in daily routines to reduce people’s future needs for care and support.

Information was available in people’s care plans relating to any specific health needs, and any support required in relation to this. Care plans also included information about promoting a healthy lifestyle, where people needed support to manage their food choices. One staff member said, “We support [a person] with his diabetes. When [they] found out [they] had diabetes [they were] very conscious and cut down [their] sugar intake. [Another person] is also diabetic and we do support [them] to limit sugary snacks. We advise [them] to have small amounts…we give people as much information as possible to make an informed decision.”

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. There were systems in place to ensure people were supported to achieve their desired goals. We saw many examples of the goals people had achieved since using the service, such as going on holiday and learning new skills which aided their independence. Outcomes were monitored through audits and reviews, with action plans used to drive improvements.

The provider told people about their rights around consent and respected these when delivering person-centred care and treatment. Staff completed training in The Mental Capacity Act 2005 (MCA) and understood the importance of obtaining consent before they delivered care or support. One staff member said, “For [people who are non-verbal] we would always talk to them and tell them what we are doing. We would then do a visual check to gather consent. We know when no is no. We know people well.” We observed staff support and empower people to make decisions throughout our inspection.

Records showed the manager had followed legal processes and taken suitable steps to support people in line with their best interests where they lacked the capacity to make a decision. People were protected from unlawful restrictions to their liberty. Where required, Deprivation of Liberty Safeguards (DoLS) referrals had been made to the local authority to ensure that people who lack the mental capacity to consent to their care arrangements were not deprived of their liberty without proper assessment and authorisation. People’s care plans reflected this and outlined the care that would be provided in the person’s best interest.