Manton Heights Care Centre Also known as Ranc Care Homes Limited

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 71 (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. People’s needs were assessed and reviewed to ensure care remained effective and person‑centred. Staff completed assessments that considered people’s physical health, mental wellbeing, communication and social needs, and used this to develop care plans.

People and their relatives said they were involved in planning their care. A relative said, “I helped to write [relative’s] care plan, and I told them how I get [relative] washed and do other things.” Staff used recognised assessment tools where needed and worked with healthcare professionals to support people’s 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.

Overall, people received care that met their needs. However, some records would have benefitted from more detail to improve effective monitoring. The manager was aware of this and was taking steps to improve the way staff recorded the care they provided.

Care plans included clear information about people’s needs, preferences and health conditions, and staff reviewed these regularly. They used recognised tools to assess and monitor risks such as nutrition, hydration and skin integrity.

Staff supported people to eat and drink enough, both at mealtimes and throughout the day. They understood and followed specialist dietary guidance where needed. Staff also worked with healthcare professionals to ensure care remained safe and effective.

People experienced coordinated care because staff worked effectively with each other and with external services. Staff shared information clearly, so people did not need to repeat their needs. We observed good communication between staff at the start and end of shifts. This helped ensure everyone understood changes and planned care effectively. Staff worked with people, relatives and professionals to plan care that reflected individual needs and preferences.

When people moved between services, staff shared key information promptly to support safe and smooth transitions. For example, in the ABI unit, staff worked closely with pharmacies to ensure medicines were available and travelled with people when needed, including out of hours.

Staff worked with healthcare professionals and made referrals when required to support people’s wellbeing. They followed advice from external partners and updated care to reflect changes. Staff communicated well within the team, which supported consistent care delivery. People and relatives said staff worked well with other services and kept them informed about their care and support.

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.

Care plans included information about people’s health needs and preferences, and staff used this to guide support. Staff understood people’s health needs and involved them in decisions about their care wherever possible.

Staff supported people to access healthcare services such as GPs, dentists and other professionals. They made referrals promptly when needs changed. Staff worked closely with healthcare partners and followed their advice to keep care safe and effective.

Healthcare professionals said staff followed advice and worked well with them to improve care to people. A health professional told us, “In the time I have been coming here, I have seen significant improvements to people’s [health needs] and to staff understanding of what is needed to support people well in this area.”

Staff monitored people’s health and responded to early signs of deterioration. They supported people to remain active and maintain their mobility. This was particularly strong in the ABI unit, where staff focused on reablement and supporting people to regain independence following a brain injury. People told us support from this unit had been integral to their recovery and their ability to go home and resume their lives following the injury.

Some improvements were needed to ensure people’s care and treatment were consistently monitored and improved. Systems were in place to track outcomes, but staff did not always use them effectively. This meant they did not always identify concerns early or show clear progress over time. Records did not always show how staff reviewed outcomes or how changes in people’s health led to updates in care. As a result, it was not always clear how staff used information to improve care or ensure consistency.

Staff understood people’s needs and supported them to achieve some positive outcomes, including maintaining health and wellbeing. However, some positive work may have been lost through gaps in recording. Although staff gathered information and used some tools to monitor health, this was not always clearly recorded or analysed to show improvement over time. There were stronger examples of good practice in the ABI unit, where staff focused on supporting people to regain skills and independence following brain injury. Records in this area were more complete and showed clearer progress.

The manager recognised that records needed improvement. They had started to train staff and had asked senior staff to review records and support better recording practice.

People’s rights around consent were understood and respected by staff. Staff asked for consent before providing care and explained choices in ways people could understand. They gave people time, information and reassurance so they could make informed decisions about their care and treatment. People were involved in decisions as much as possible, and staff respected their right to change their mind.

Staff understood the principles of the Mental Capacity Act (MCA) and recognised when people did not have capacity to make specific decisions. Where this happened, staff followed best interest processes. They involved family members, advocates and other professionals as appropriate. MCA assessments and decisions were recorded, and staff used clear processes to guide decision making.