Bentinck Crescent

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.

Assessments were undertaken before people arrived at the service to ensure all their needs could be met. Care planning was robust and person-centred. Records were updated when people’s needs or preferences changed. Staff demonstrated a very good understanding of people’s assessed needs and spoke highly of the communication methods within the home, particularly highlighting the team meetings and communication with the registered manager.

A healthcare professional said, “Staff listen to our advice or guidance… we have a dialogue.”

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.

Care records were person-centred with appropriate detail. Family, and health and social care professionals shared information that aided in the development of the plans, when people were unable to share information themselves. Staff told us there was plenty of family involvement and as a service it was encouraged.

A relative said, "[Person] can make his own decisions but not about money,” and, “I have no ideas about best interests, but I do go to reviews and do get involved.”

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.

Care records documented assessments of needs and an overview of each person that was updated accordingly. As records were electronic it made sharing information easier and more accessible.

Staff told us management were approachable and had an open-door policy; they felt listened to and empowered to support the people they worked alongside.

A visiting professional said, “As far as I am aware, the staff team works well together. This is evidenced by the sharp reduction in anonymous whistleblowing reports that had been an issue for a long time. The new manager has been very responsive.”

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.

Funded one to one support hours meant staff could support people to be involved in activities of their choice that aided healthier lives and their mental wellbeing. We saw evidence of people utilising time away from the service which was an improvement on our last inspection. Flexibility in the staff team rotas allowed for activities on an evening and a weekend. These included trips to football and the theatre. The service provided a minibus for activities, or people were supported to utilise public transport.

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.

Care records were reviewed regularly and amended accordingly. Care plans were person centred and documented clearly, so enabled staff to provide the right care to people. Where necessary, specific medicines and procedures were in place for staff to support and administer appropriately, to ensure people received the correct and appropriate care. Procedures were in place to ensure collaborative working with healthcare professionals was undertaken and evidenced.

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

People were supported to have choice and control over their lives. Staff supported them in the least restrictive way possible and in their best interests. Staff demonstrated a clear understanding of the principles of the Mental Capacity Act 2005 (MCA). The MCA provides a legal framework for making specific decisions on behalf of people who may lack the mental capacity to do so for themselves. Staff had received training regarding the MCA and policies were in line with the principles of the MCA.

The registered manager had made significant improvements, since the last inspection, to bring practice in line with guidance. Records showed people’s mental capacity was assessed, when needed. Best interests’ decisions were made on a person’s behalf when they did not have capacity to make decisions for themselves. Families were included in such decision making. All reviews were undertaken on time and documented.

Staff told us people were given choice in all aspects of their lives including what they wished to wear and eat. Activities and communication preferences were documented within care records. A staff member said, “People are offered choice and control. We have always done it but weren't good at documenting it, but we are much better now at it.”