Yews Hill / North Rise

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 75 (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.

Systems and processes were in place to ensure people’s needs were assessed prior to admission. People and relatives were consistently involved in care reviews. Feedback included, “I go to my care reviews. My [relative] comes to my reviews. I get to speak. I get to ask questions” and “I was involved in the beginning and felt part of the assessment and they understand [Name]’s needs.”

Care records were person-centred, accurately reflecting people’s health, wellbeing and communication needs. Staff communicated effectively with people, clearly understanding and responding appropriately to their individual communication needs and preferences. People’s wellbeing was a priority, and staff strived to enhance people’s quality of life.

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.

People had enough to eat and drink and individual dietary needs were managed well. Information regarding specialist diets was effectively shared amongst the team and kept in the kitchen to ensure staff could access dietary information easily. Staff had a good knowledge of people’s requirements, and they proactively offered fluids and food to people who required support to eat and drink.

The provider and registered manager engaged in a local forum to share learning and best practice, contributing to improvement and maintenance of good practice standards.

The provider worked well across teams and services to support people. They made sure people only needed to tell their story once by sharing their assessment of needs when people moved between different services.

Staff worked effectively as a team and with other professionals to support people. Records showed input from other professionals, for example, speech and language therapists, district nurses and the GP. A professional who had recently been working with the service gave positive feedback stating that their advice was always followed.

People’s information was readily available to be shared with professionals and other services when needed.

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.

People were supported to attend external appointments, such as hospital appointments. Where health professionals were involved in people’s care this was appropriately documented in records to support care delivery. Training was provided when people’s needs changed, ensuring staff had the skills and competence to support them safely and enhance their wellbeing. Positive relationships between staff and people meant support was provided in a meaningful way in line with people’s choice and preferences.

The provider routinely monitored people’s care and treatment to continuously improve it. They ensured that outcomes were positive and consistent, and that they met both clinical expectations and the expectations of people themselves.

Systems and processes were in place to effectively monitor people’s care and treatment. The registered manager maintained robust oversight of people’s health monitoring to support improved outcomes. For example, when 1 person’s health deteriorated, staff worked closely with health professionals and an intervention resulted in a marked improvement in the person’s health and overall wellbeing.

The provider told people about their rights around consent and respected these when delivering person-centred care and treatment.

The service was working within the legal framework of the Mental Capacity Act (MCA) and best interest processes were followed where people lacked capacity to make decisions. Staff always sought people’s consent before providing support and demonstrated a clear understanding of how consent was communicated. Person-centred care was consistently promoted and delivered by the registered manager and staff.