B & S Healthcare Limited

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.

The registered manager carried out assessments of people’s needs prior to them starting using B and S Healthcare Limited. Assessments involved people and, where appropriate, their relatives, ensuring care plans reflected what was important to them. Care plans were reviewed 3 monthly and additional reviews completed when changes in needs were identified. People confirmed they were involved in developing and reviewing their care plans and risk assessments.

The provider always 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. They worked to develop evidence-based good practice and standards.

The provider’s systems ensured staff were up to date with national legislation, evidence-based good practice and required standards. Policies and procedures were underpinned by national guidance and legislation and were reviewed annually.

Evidence‑based tools, including Waterlow and MUST, were used to assess and monitor risks to people’s health and wellbeing such as the risk of dehydration and skin integrity. Outcomes were recorded in care plans and reviewed regularly, ensuring risks were managed safely and action was taken to prevent avoidable harm.

People’s dietary, hydration needs and any food allergies including preferences and the level of support required was clearly captured in their care plans. This provided staff with guidance to ensure safe delivery of care and a consistent approach.

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.

The service used an electronic care planning system, which enabled office staff and the registered manager to promptly identify changes or concerns relating to people’s care. Daily records could be accessed remotely, and alerts were generated where care had not been delivered, allowing timely action to be taken. Care plans and daily records were accessible to staff, and changes to people’s needs were communicated through electronic handovers. This ensured care was delivered safely, consistently and in line with the most up‑to‑date information.

Staff and managers worked effectively together to deliver coordinated and safe care. Communication was clear, staff understood people’s health needs and how to respond if they became unwell.

A person told us how the organisation had supported them when their hours had been increased as their health deteriorated and they needed more support. This included liaising with the local authority. A relative spoke positively about how the service was supporting their loved one to move into a care home, helping them to liaise with the local authority.

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.

Staff were aware of people’s health, dietary, lifestyle, mobility, and spiritual needs. This enabled staff to monitor a person’s wellbeing and identify any changes in a person’s needs. Staff encouraged people to access their local community where this was part of their planned care and support. A member of staff told us, they had recently supported a person to go to their local shops, which enabled to them to maintain their independence and have control over this aspect of their life.

Most people were able to arrange their own healthcare appointments or family supported them with this. The registered manager told us. staff assisted with healthcare arrangements when it was requested or a need was identified. Staff would liaise with district nurses ensuring a joint up approach to any wound care management to ensure good skin integrity.

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.

Staff completed daily records of the care they provided. This included any changes in people’s health and support needs. The registered manager continually monitored these. The registered manager and the office staff completed 3 monthly care reviews to ensure people’s needs were being met and that they were happy with the service being provided. People and their representatives were involved in these reviews, and their feedback was listened to.

The registered manager was involved in supporting people, which enabled them to work alongside staff and continue to have regular contact with people who used the service. This enabled them to effectively monitor people’s care to ensure it was still meeting the person’s needs and preferences.

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

Staff had received Mental Capacity Act 2005 (MCA) training. Staff understood the principles of the MCA and their need to assume people had capacity to make their own decisions, and that consent should be sought prior to carrying out care. Where people lacked capacity staff were aware that best interest decisions should be recorded following the principles of the MCA.