May Morning

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 when they started to use the service. If people’s needs changed new assessments were made. Staff reported any changes to people's needs to the registered manager or senior staff. There was good guidance available for staff so they could support people appropriately. Staff sought people's consent when they provided support and assistance. Some people lacked capacity, staff received training in the Mental Capacity Act and understood the principles around it. Advocates were used when people lacked capacity and complex decisions were required.

This service scored 58 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

Staff were able to describe the needs of people to us well and how they had been assessed. For example, a staff member told us about how a person’s mobility needs changed and had improved. Staff had re-assessed the use of the person's walking aides to help them become more independent.

People told us staff supported them to access healthcare services when they were unwell. A person said “When I don’t feel well, I tell the staff. There's nothing that staff wouldn’t do for you”. Relatives said staff understood their loved ones needs well a relative said, “Yeah, they are very attentive of (persons) needs”.

People’s needs were assessed including the use of recognised assessment tools for specific health needs. For example, tools to assess if a person was at risk of malnutrition or being overweight. Referrals were made to healthcare professionals such as occupational therapist, physios and speech and language therapist when staff identified through assessments they may be at risk or require further specialised health input. People had communication passports, hospital passports and health actions plans to detail their assessed needs so staff and other medical professionals could support them well. When people’s needs changed further assessments were made so risk assessments and care plans could be updated. Following assessments, some people had specialised communication aides or other equipment to help them physically. Assessment of needs helped empower people to try and be as independent as possible and support would be delivered in the least restrictive way.

We did not look at Delivering evidence-based care and treatment during this assessment. The score for this quality statement is based on the previous rating for Effective.

We did not look at How staff, teams and services work together during this assessment. The score for this quality statement is based on the previous rating for Effective.

We did not look at Supporting people to live healthier lives during this assessment. The score for this quality statement is based on the previous rating for Effective.

We did not look at Monitoring and improving outcomes during this assessment. The score for this quality statement is based on the previous rating for Effective.

Relatives told us their loved ones were treated with respect and dignity and staff included people in as many decisions as possible. Relatives said, “The staff are very good with her they make sure she is informed when things are happening", "Having blood tests are difficult but the staff know (person) so well and care is dealt with sensitively”, “They always knock on the door before they go in his room” and “My impression of the manager is that she’s supportive towards staff. She’s person centred and wants the residents to live independent lives”. Relatives told us they could visit their loved one at any time and there were no restrictions. They told us their loved one was encouraged to make as many decisions for themselves as possible and they were kept well informed and communication with the staff was good. People were given surveys to give feedback which showed they were able to make decisions about their life for example what time they woke up or went to bed.

Processes were in place to assess and support people to make decision about their lives. Some people lacked capacity when making certain decisions. Advocates and IMCAs were involved so important decisions could be made which focused on the person’s best interest. Staff assessed people’s capacity around day-to-day decisions. Assessments were reviewed and capacity re-assessed to ensure people were empowered to make their own decisions where possible. Some assessments needed to be reviewed more regularly. We fed this back to the registered manager who took immediate action to improve this. Documentation around how decisions had been made was stored in people's care records. Capacity assessments covered topics such as day-to-day decisions and medicine management.

Staff understood what was meant by capacity and consent and how they applied this in their role. Staff said, “We have the IMCA (Independent Mental Capacity Advocate), as (person) doesn’t have capacity to make bigger decisions, the dentist did a best interest with (person). We always involve the family”. Staff understood the importance of respecting people’s rights, choices, and dignity. For example, they said, “We always knock when we enter people’s rooms”.