The Porterbrook

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

We rated effective as good. We assessed 5 quality statements. Staff comprehensively assessed people, so the care and treatment provided met their needs. This included both their mental and physical health and any personal circumstances that needed to be considered and any protected characteristics under the Equality Act 2010. Staff worked in a strong culture of evidence-based practice. Staff worked together and with others when assessing people’s needs and shared information to maintain continuity of care. Where people were assessed as lacking capacity to make a particular decision, the provider followed best interest processes to protect people's rights.

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.

People and relatives told us they were involved in the assessment of their needs. People’s care needs were regularly reviewed to ensure their needs were met. One relative said, “[relative] is involved in their care, and they [staff] do get her involved. I also review the care plan.”

Staff used effective tools to support good practice. Staff discussed people’s needs with them, and they were involved in how care and treatment was planned. They were confident they had been listened to and understood Leaders understood the need to involve and listen to people, which is essential for delivering person-centred care.

People had a comprehensive assessment of their needs, which included consideration of their clinical need, mental health, physical health, wellbeing, nutrition and hydration needs.

People spoke extremely positively regarding the care staff, they told us their needs were met and staff were kind and caring and considerate to what was important to them. One person said, “The staff are very good and kind.”

Assessments were reviewed and updated regularly. This ensured care plans remain relevant and accurate. There was an electronic Care Management System. This care management system stores all assessment data and care plans. This system sends automatic reminders for upcoming reviews and alerts staff to any updates. It ensures that all staff have access to the most current information.

The assessment process ensured a person-centred plan of care was developed, including what is important and matters to each person. This ensured effective ongoing care.

People had good, detailed care plans developed with them and their relatives, which were regularly assessed and updated on the electronic care management system. We observed staff interacting with people in a calm and caring way. Staff also worked well together and helped each other by opening doors for each other and spoke with each other and people whilst carrying out tasks. People told us staff knew how to provide care and support and were very good. One relative said, “[Relative] has memory loss, they [staff] understand them and know how to care for them,”

The service had established clear communication channels to ensure staff were aware of any changes to assessments. This included regular team meetings, handover sessions, and daily flash meetings. Audits and Quality Checks were carried regularly to ensure that assessments were completed accurately and comprehensively. Any discrepancies or areas for improvement were addressed promptly.

Commissioners has seen improvements at the service and found the staff to be responsive to any issues raised.

Processes were in pace to ensure detailed plans of care were in place to be able to work effectively across teams to support people.

People were supported to manage their health and wellbeing. The service promoted people’s wellbeing. Relatives were kept informed about their family member's wellbeing through regular reviews and communication. Staff involved health care professionals in people's care and support when required and followed best practice. One person said, “They [staff] are very conscientious, I can make my own choices.”

Staff involved individuals and their families in care planning, assessing communication needs effectively, and maintaining up-to-date assessments. This ensured care was person-centred, effective, and of the highest quality.

There were processes in place to review and monitor people’s health and well-being. These were clearly detailed in peoples plans of care.

People’s care was monitored to ensure they received the care and treatment they needed. People told us the care they received was very good. One person said, “I have everything I need.”

Management worked alongside staff to ensure there was effective monitoring of people’s care and treatment and their outcomes.

The provider had systems in place to ensure people's outcomes were met. The staff team were passionate about ensuring people consistently experienced positive outcomes, there were regular meeting to discuss clinical expectations to ensure people’s needs and outcomes were met or improved.

People felt consulted. People's capacity and ability to consent was taken into account, and they, or a person lawfully acting on their behalf, were involved in planning, managing and reviewing their care and treatment. Staff consulted people before they provided care or support, We observed staff asking people what they wanted and gaining their consent. One person said, “We, [the person and their family] are involved in the care and decisions.”

The management team understood the importance of ensuring that people fully understood what they were consenting to and the importance of obtaining consent before care was delivered.

We checked whether the service was working within the principles of the MCA. The service had policies and procedures in relation to the Mental Capacity Act (MCA) 2005 and Deprivation of Liberty Safeguards (DoLS). Any restrictions in place were in the best interests of the person.