Beverley House

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

We rated this key question as Good. This meant staff assessed the physical and mental health of all patients on admission. They developed individual care plans which were reviewed regularly through multidisciplinary discussion and updated as needed. Staff provided a range of treatment and care for patients based on national guidance and best practice. The ward team included or had access to the full range of specialists required to meet the needs of patients on the ward. Staff from different disciplines worked together as a team to benefit patients. Staff understood their roles and responsibilities under the Mental Health Act 1983 and the Mental Health Act Code of Practice and discharged these well.

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.

People told us that staff encouraged them to settle in, join in a range of activities to maximise their involvement. People said there are various interesting sessions like motivation Mondays to increase their motivation, mindfulness and a practical skills group. People told us they enjoyed the pampering sessions.

People told us they felt involved in their care planning and could put requests to the MDT from Monday to Friday to receive feedback. They felt there was a good level of communication with the team and staff would listen. Staff invited Peoples’ family members to ward rounds and management meetings. One person told us the planning week was useful as they could sit with their key workers, OT and psychology to plan their care needs together. Staff worked well with people to help them meet their needs and had a planned week set to discuss this initially.
 

Staff were able to describe the processes used to assess the physical and mental health of all people on admission to the hospital.

We reviewed peoples’ care records at the service and these demonstrated that staff assessed and understood individuals’ needs. Staff completed person-centred care plans and assessed peoples’ needs using assessment tools to ensure they were reflected and understood. Staff completed and regularly updated assessments of people’s care. We saw staff completed PBS (Positive Behavioural Support) plans that assessed individual needs and identified clear pathways of support.

People and their relatives told us about their goals and how staff helped them meet these. People said staff were very supportive and helped them engage in activities to support them with their goals.

One person said they had waited to come to the service for a long time. They chose this service as there was a lot of psychological intervention offered compared to some other services.
 

Staff told us they received the training and support required to provide evidence-based care. The multidisciplinary team developed treatment plans for each person such as positive behavioural support plans to provide long term support. Staff described how weekly interventions of psychological behaviour therapies resulted in significant improvements in the quality of life for people.

Staff ensure clinical risks were managed well and used a working therapeutic model including a 5P formulation that supported people. People could access an ADL (Activities of Daily Living) kitchen supervised with an OT (Occupational Therapist) for cooking sessions and with any other staff outside of this activity. People could progress to unsupervised access and self-catering wherein they could prepare their own meal without staff supervision.

The provider had processes in place to ensure people receive care, treatment and support that is evidence based and in line with good practice standards. Staff met peoples’ nutrition and hydration needs in line with current guidance.

The service used technology to support the care and treatment of people through use of a WhatsApp group. People found this useful for communication. Staff used recognised rating scales to assess and record the severity of peoples’ conditions to support their care needs and treatment outcomes.
 

People had positive relationships with staff across the different teams. Staff listened to people, which supported them to engage.

Staff were supportive of each other and communication was good. Staff teams and departments were people focused. Staff spoke positively about communicating and working well together and with each other. Some staff had worked at the service for many years as they enjoy working there.

We observed staff working well together during the MDT meetings which consisted of medical staff, occupational therapists, physical health leads, nurses and healthcare workers. Communication was good as everyone engaged and listened to each other.

The provider supported multi-disciplinary team working through effective recruitment and retention processes. Leaders implemented meeting structures to ensure effective team working.

Staff engaged with partners when required, for example, when supporting people with external medical appointments and health screening. Staff ensured to maintain continuity of care when people moved between services and involved all necessary teams in assessing people’s needs.
 

People we spoke to told us there were a lot of physical activities including swimming, walking, exercising, yoga and playing games. This helped to support people to look after their health.

One person’s relative told us that staff supported and encouraged them to make healthier choices to help promote and maintain their health and wellbeing. Staff supported them to choose meals they would like and to try to cook for themselves.

One person’s relative told us they were sent photos of people’s meals, and it makes them feel jealous as it looks so delicious and lovely.

People told us there was a good choice of food on a 4-weekly menu. They told us the chef was extremely good and could accommodate if people did not want something from the menu.

People told us staff supported them to live healthier lives by carrying out a range of activities including exercising, walking and also ensuring they had a healthy diet. People said the chef was amazing and provides a good choice of food. The chef listened and made alternative arrangements for those who didn’t want something from the menu.
 

Staff knew and understood patient’s individual needs and health aspirations and described how they supported them to achieve these. Staff told us they supported people with their physical health on admission and ongoing through monitoring and health screening. Staff described that the implementation of this role had improved how the service had managed the physical health of patients. Staff were speaking to people about their choices to promote a healthier lifestyle.

The PH lead role ran healthy eating groups and supported people to go swimming and to the local gym.
 

The service had a physical health assistant who supported with physical health monitoring as part of people’s care plans and informing the MDT.

We observed a lovely fruit platter with a variety of fruits that were presented very well and also a cheeseboard which was laid in an organised and presentable way.

We observed staff ensuring peoples’ nutritional needs were met by encouraging hydration and presenting a variety of food and healthy snacks.

We saw staff providing fruit and cheese platters for people to encourage healthy eating.
 

Relatives told us that they were involved and updated about care plans, changes or interventions. People told us psychological and physical interventions helped them improve and they enjoyed the activities.

One person told us they enjoyed the compassion focused therapy led by the assistant psychologist as it focussed on self-compassion and to change the narrative there was a focus on ‘like groups’ where you can be open and get out what you put in.
 

Staff told us therapy and care planning improved people’s outcomes and increased people’s independence and abilities.

Staff worked with people and listened to their ambitions to set goals. These were recorded, monitored and evaluated during multidisciplinary team (MDT) meetings.

The MDT attended discharge planning meetings with other professionals involved in the persons care to obtain detailed handovers of both historical and current risks. Staff used the assessment information gathered from the person to formulate care plans which were reviewed by the Responsible Clinician and MDT upon admission to Beverley House.
 

Staff ensured care and treatment met the needs of people to improve outcomes. Staff delivered and supported people to get involved in group sessions such as games, art and relaxation. Staff used a variety of psychological and physical activity interventions to improve outcomes for people and monitored their effectiveness by listening to people.

Whenever a person admitted to Beverley House experienced a relapse in mental state, staff reviewed their care plans and risk assessments and put appropriate measures in place to manage these risks while adjustments to the person’s treatment or alternative placements were being identified.
 

Relatives told us staff used the least restrictive methods when managing risk. People and relatives, we spoke to, knew details of the section they were on and their section 17 leave arrangements.

Staff understood their roles and responsibilities under the Mental Health Act 1983 and the Mental Capacity Act 2005. Staff told us how they would ensure people knew what they were consenting to in relation to their care and treatment.

Staff supported people in the least restrictive way, by using de-escalation techniques to manage distressed behaviour and emotional reactions.
 

We observed records of clinical notes which evidenced that staff had taken people’s views and wishes into account where possible, when planning their care. We observed staff supporting patients whilst carrying out activities and listening to their preferences.

Staff ensured they communicated information to people in a way that they would understand. Where required, staff made decisions in line with the requirements of the Mental Capacity Act (2005). Staff involved family members or carers where appropriate.

Staff only detained people or deprived them of their liberty in a lawful way, following the application of safe requirements and involvement of appropriate professionals where required.