Purple Care TM

Improvements were required about how incidents of behavioural distress were analysed to ensure learning opportunities were not missed. The management team were aware of this and were working with external professionals. The provider had recently appointed a behavioural specialist to join the management team, they were in the process of reviewing people’s positive behavioural support plans and taking a lead on analysing incidents. Staff were trained and understood their responsibilities to safeguard people from the risk of abuse. Risks posed to people were overall, effectively assessed and managed. Whilst we found guidance could be more detailed in some places, staff were knowledgeable about people’s individual needs and potential risks and how to manage these safely. Systems were in place to ensure people were supported to maintain a safe environment. People received their prescribed medicines when required and had their medicines reviewed. Infection prevention and control policies and procedures were in place to protect people from the risk of infections.

Improvements were required in how mental capacity assessments were completed. Whilst the registered manager advised of the actions, they had taken to assess a person’s mental capacity to make a specific decision, this was not fully recorded. The registered manager took actions to make improvements. People were supported with their health needs and to attend health services and screening appointments. People had health action plans to record their care and support needs in relation to health needs and appointments attended. These records required further improvement to ensure health appointment outcomes were recorded to enable effective monitoring. The registered manager was aware of this and had plans to make improvements. Overall, people’s care plans in relation to their communication, and care and support needs were person centred and up to date. Where we identified information required further detail the registered manager took immediate action. We concluded this was a recording issue as staff were knowledgeable about people’s care and support needs. People were supported with healthy eating and staff had made referrals to the GP and dietician where required. The management team had developed excellent, professional relationships with external professionals and a multi-disciplinary approach had been developed. The management team had a positive approach to progression and people were supported to achieve positive outcomes.

The service worked in line with the principles of Right support, Right care, Right culture. People were treated with dignity and respect, and staff promoted people’s independence, choice and control. Staff knew people well and people had as much control as possible over their day to day activities and how they spent their time. Staff were kind, caring and compassionate.

People received care and support based on their individual care and support needs and protected characteristics under the Equality Act. Peoples social, cultural and religious needs were assessed and met, including preferences and routines. People had a core staff team who supported them, enabling consistency and continuity of care. Information had been provided in ‘easy read’ format to support people and people were supported to access independent advocacy services if required. The provider’s complaints procedure had been made available to people using the service and others. People had equal access to services and support. The provider had data protection procedures in place that reflected current legislation. At the time of the assessment, no person was at end of life care. The management team were aware of the importance of planning for future care, including end of care and this was an area for development. People were being supported to achieve personal goals and future planning.

The provider had a clear vision and values and had developed an open and honest culture. Staff were positive about working for the service and felt well supported and valued by the management team. Overall, relatives were positive about the service their loved one received. External professionals were consistently positive and very complementary about the service, including the provider’s vision, values, communication and partnership working. The provider had systems and processes that assessed, monitored and mitigated risks and reviewed quality. Some of these governance systems required improvements and or further time, to fully embed and be sustained. The multi-disciplinary approach with external professionals and the appointment of a behavioural specialist by the provider, supported staff to provide personalised care and support.