Purple Care TM

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

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.

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.

Relatives confirmed they were involved in the development and review of their loved ones care plans. Relatives told us communication was in place and they were involved in their loved ones care. A relative said, “I’m happy with what they [staff] are doing, I’m involved as fully as possible. I have no concerns about [name’s] care."

Staff were positive about the training and support they received that enabled them to provide effective care. Staff told us care plans were sufficiently detailed, supportive and updated monthly. Staff clearly understood the importance of providing person centred and consistent care. Staff were knowledgeable about people’s different and preferred communication needs and gave examples of these.

Feedback from external professionals was consistently positive about the person centred approach to care delivery and partnership working. A professional said, “One of Purple Care’s strengths is their person-centred approach. The staff know each individual’s needs in great detail and tailor their care accordingly. Additionally, the proactive nature of the team, the ongoing training, and the support from the management all contribute to creating an environment where service users feel empowered and supported."

Care plans were overall personalised and reviewed monthly. Guidance for staff reflected how to provide care and support that met people’s individual routines, needs, wishes, likes and dislikes. Care plans described the level of care and support needed, desired outcomes and how staff were required to support the person to achieve individual outcomes.

Relatives confirmed their loved ones dietary needs were met. A relative said, “Oh yes, [name] look very well. They [staff] have got them off chocolate and onto fruit.” One relative raised a concern about dietary needs not being met. We shared this information with an external professional working with the person to follow up.

Staff were knowledgeable about people’s dietary needs and preferences. People’s food and drink intake were monitored, and weight monitoring had recently been introduced. This enabled staff to quickly identify potential concerns in relation to nutrition and hydration. A staff member advised of actions taken in relation to a person who had a limited diet. This included encouraging and providing healthy meals and a referral having been made to a dietitian. Some people had specific dietary needs based on their cultural needs and this was known, understood and met by staff. Staff confirmed they received ongoing training that was supportive and beneficial in providing effective care.

People’s dietary needs, preferences including any cultural needs were assessed and planned for. The registered manager reviewed care plans and care records monthly to ensure they were up to date and reflective of current needs and monitored care provided. Where we found some care plans lacked detail, the registered manager took immediate action. Staff were knowledgeable about people’s needs, we therefore concluded this was a recording issue. The provider had policies that reflected best practice guidance and were available to staff.

Relatives confirmed how staff worked with external professionals in meeting their loved ones care and support. A relative said, “They [staff] work really well with various people [professionals]."

Staff worked closely with a range of external professionals to meet people’s individual holistic care and support needs. This included psychiatry services, behavioural specialist nurses, occupational and speech and language therapists and social workers, including the GP. Staff confirmed of the internal procedures used to share information, this included team meetings, staff handovers, care records, phone calls and messaging services. Staff told us the registered manager had an open door policy and was readily available, responsive and supportive.

External professionals were consistently positive about their experience of working with the service. A professional said, “Recommendations are taken seriously and acted upon promptly. The staff and management team are incredibly responsive and collaborative, always willing to discuss and implement feedback to improve outcomes for the service users. Communication is excellent, and they work closely with me to ensure the best possible support is in place."

The management team had a positive collaborative approach of working with external health and social care professionals to support people to achieve positive outcomes. People’s care records confirmed people received support from external agencies and recommendations were included in the guidance for staff. The management team had systems and processes to share information with staff.

People were supported with their health care and well-being needs. Relatives confirmed staff supported their loved one to attend health services. A relative said, “Staff support [name] with all their health appointments, dentist, medicine check-up. [Name] don’t like it, so it’s not the easiest, but staff manage it well."

Staff confirmed how they monitored people’s health and well-being, including supporting them to attend health checks. A staff member told us how people were supported and prepared to attend health appointments such as the use of social stories (helps a person understand a situation and reduce their anxiety), desensitisation (a behavioural therapy technique that can be used to help a person overcome fears or anxieties) and the use of multi-disciplinary meetings to discuss, plan and support staff in how to meet people’s needs.

External professionals were consistently positive about how well staff supported people with their health and wellbeing care and support needs. A professional said, “The staff at Purple Care take great pride in their understanding of each service user's unique needs. They don’t follow a one-size-fits-all approach but instead develop personalized care plans that reflect the complexities of each individual. This deep understanding is reflected in the quality of care they provide."

Systems and processes were in place to effectively monitor people’s health and well-being. This included care plans and health action plans. Records confirmed people had attended or were due to have annual health checks. We found health action plans required further development to ensure people’s health needs were fully reflected and health appointments and outcomes clearly documented. The provider’s improvement plan confirmed this area of development had already been identified.

People were supported to achieve positive outcomes. Overall, relatives confirmed how staff supported their loved one to participate in activities they enjoyed and how independence and choice making was promoted. A relative told us, “We have noticed [name] is progressing.” Another relative said, “[Name] has been a lot more settled in the last 3 weeks.” The provider was aware of some relatives concerns and were working with relatives and external professionals to address these.

Staff were positive, enthusiastic and passionate about increasing people’s choice, opportunities and independence. A staff member said, “The ethos of the service is promoting choice and control for people, it underpins everything.” Another staff member said, “I feel fulfilled / happy in my work, when [name] smiles and achieves something, I feel I've done something good, I get goose bumps - it's great, helping and making a difference."

The management team had a positive approach to progression. The provider’s vision and values were clearly evident in how people were supported to have maximum choice and control. Care records confirmed how independence, goals and wishes were identified and supported. Photographs showed the steps of how people had achieved quality of life outcomes. Examples included planning and attending leisure and recreational activities such as attending the zoo, theme parks, going shopping and choosing clothes, attending a hair salon, enjoying feeding and patting the animals on the farm and attending the provider’s onsite day service.

Relatives told us they were involved in discussions and decisions about their loved ones care and support. Independent advocacy services and support were accessed on behalf of people if required.

Staff understood their role and responsibilities in involving people as fully as possible in their care, providing choices and promoting independence. Staff understood the principles of the Mental Capacity Act and Best Interest Decision process. A staff member said, “I’m aware of the 5 principles, if a person makes an unwise decision without understanding the implications, or is assessed as lacking capacity, we may have to act and make a best interest decision. A best interest decision had to be made for [name] to be woken up in the morning if asleep to take their medication, the decision was made with the GP."

Whilst the registered manager had completed mental capacity assessments, the process of how these were completed were not fully recorded. It was evident from speaking with the registered manager they had completed assessments as required, this was therefore a recording issue, and the registered manager agreed to make improvements. Staff had received training in the MCA and the provider had a policy and procedure.