Archived: Beech Tree Hall

On this page

• Overview
• Person-centred Care
• Care provision, Integration and continuity
• Providing Information
• Listening to and involving people
• Equity in access
• Equity in experiences and outcomes
• Planning for the future

Responsive – this means we looked for evidence that the provider met people’s needs. At our last assessment we rated this key question good. At this assessment the rating has remained good. This meant people’s needs were met through good organisation and delivery.

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 were at the centre of their care and treatment choices and they decided, in partnership with people, how to respond to any relevant changes in people’s needs. People's likes, dislikes and preferences were detailed in care plans and staff knew people well. The management team and staff understood person-centred care. One staff member said, “I would support individuals to meet their goals and aspirations by asking questions and letting them know that I am interested in their goals.”

The provider understood the diverse health and care needs of people and their local communities, so care was joined-up, flexible and supported choice and continuity. The management team and staff recognised changes in people’s health and used positive behaviour support plans and input from external professionals to meet communication or sensory needs. People were supported in line with their routines and preferences.

The provider supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs. People and relatives were provided with information about the service and other services they could access in formats that met their needs. Information was presented in several ways such as notice boards throughout the service. The provider ensured easy to read formats were available and easy to access. For example, the complaints procedure was readily available on notice boards in a format which met the needs of people living at the service. The current management team had implemented newsletters to send to families and friends monthly. These were to assist relatives and friends to keep in touch with the home and introduce new staff and events taking place in the service.

The provider made it easy for people to share feedback and ideas, or raise complaints about their care, treatment and support. Staff involved people in decisions about their care and told them what had changed as a result. The management team were promoting feedback from people, relatives, staff and professionals so they could identify areas to improve the service. The provider had a complaints procedure and supported people to raise concerns about the service. The management team listened to people and made positive changes to improve based on people’s feedback.

The provider made sure that people could access the care, support and treatment they needed when they needed it. The provider made sure that people were treated fairly, with respect, and included in decisions about their care. People were supported in ways that reflected their choices, upheld their rights, and promoted their wellbeing. This meant they had more control over their daily lives, felt listened to and respected, and received care that met their individual needs.

Staff and leaders actively listened to information about people who are most likely to experience inequality in experience or outcomes and tailored their care, support and treatment in response to this. People were supported to improve their outcomes and meet their goals and aspirations. For example, people enjoyed going swimming and the local pool they were used to visiting was temporarily closed. Staff contacted other swimming pools to ascertain the best times for visiting. People had enjoyed visiting the other swimming pool and staff told us this would be presented as a choice in the future.

People were supported to plan for important life changes, so they could have enough time to make informed decisions about their future, including at the end of their life. The management team had recently spent time discussing planning for the future and end of life care. Where end of life care plans would trigger anxieties mental capacity assessments and best interest decisions had been completed to record the rationale. Families had been asked to complete a 'My end-of-life book' which was a reflection of people's wishes and a little about the person, and any preferred funeral arrangements.