Mappleton

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. This is the first assessment for this service. This key question has been rated 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 completed detailed pre-assessments and care plans included people’s medical history, daily routines, preferences, and risks. For example, one person’s care plan included their preferred routines, equipment needs, and communication abilities. Staff reviewed care plans every three months or when changes occurred, and people received copies of updated plans. One staff member said, “We’re fully updated on their (people’s) needs before we start.”

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 used recognised tools such as body maps, to monitor care delivery. Staff followed protocols and documentation included information about what checks had been undertaken, for example, where people had a risk of skin integrity. The service had worked with one person and their family to ensure a varied diet was developed and encouraged over time. Regular weight monitoring took place to ensure this was successful and maintained.

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.

Staff liaised with social workers, GPs, district nurses, and other professionals. Excellent working relationships has been fostered and maintained. For example, the registered manager had worked collaboratively with social services to ensure one person received the appropriate care to remain at home.

The team demonstrated strong collaboration and mutual support. Staff described the environment as “like a family”, with open communication and shared responsibilities. One staff member explained, “We willingly work around to help each other out.”

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 people, relatives and professionals to support people’s health. One person explained, “They (staff) have helped to get a paramedic and chatted and reassured me while we waited.” Staff promoted independence and healthier choices. One person’s care plan detailed what they could do for themself, including discussions with health professionals about some aspects of their medical needs.

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.

Staff monitored all aspects of people’s care. Health indicators were documented and staff made referrals to specialist health professionals, where appropriate, and encouraged people to attend appointments. People’s care plans included information about dental, optician, and GP appointments, to enable staff to track and monitor outcomes, and be prepared for any changing care needs. One person told us, “If there is anything wrong, they do talk to me and report it to their boss. They also write it in their book. One (staff member) did call a doctor because I wasn’t well.”

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

Consent was documented in care files, these included access to property, and website permissions. Staff were trained in the Mental Capacity Act and received refresher sessions. One staff member confirmed, “We did all the training for the Mental Capacity Act, and if we’re unsure, we can always check.”

People were involved in decisions about their care. For example, 1 person had chosen their own photo for their care plan and people were able to express their preferences for carers and routines.