Bishops Corner

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 71 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

Whilst the provider made sure people’s care and treatment was effective, there was no evidence in the care documentation of on-going consultation with people and their families.

People's health and social needs were assessed before coming to live at Bishops Corner; This had ensured the service could meet the identified needs of the person and that staff had the necessary training to keep them safe and well.

The majority of people were able to communicate their needs with staff, and for those who couldn’t, staff told us of ways people communicated with them, however these were not clearly documented or explored within the care plan. This was an area that the registered manager had identified during his short time at the service and was keen to add to care plans.

People's assessments included sufficient detail about their individual care needs and preferences, which had ensured their needs were met effectively.

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.

Recognised assessment and monitoring tools were used appropriately to track improvements or concerns. The management team had oversight of these and planned action appropriately with the involvement of family and staff team. The service had links with other organisations such as learning disability community team, mental health team and dietitians. People's GP surgery staff contacted the service regularly to check on peoples’ welfare. This meant that matters could be raised quickly, and the home had easy access to the surgery in between these visits if there were any emergencies so they could be responded to quickly.

Staff were given training which followed current good practice guidance. Staff told us how they worked alongside the GP’s, social workers and other health and social care professionals to ensure referrals were made and any recommendations were acted upon.

The service specialised in supporting people who lived with Prader Willi Syndrome, and close links to the Prader-Willi Syndrome Association UK were maintained. People told us of how the association had helped them to understand their syndrome.Staff received specific Prader Willi, autism training and Managing Behaviour that Communicates Distress, this was used consistently to identify the causes of people’s anxieties to support and reduce them.

Staff understood from training and from the people they supported, the importance for people to have structured support and management in relation to food, fluids and any other consumable items. This included ensuring they maintained a healthy weight by consistently assessing, monitoring and reviewing menus with a dietitian. The staff managed this need very well and shared success stories of weight loss that had impacted positively on people’s lives. For example, improving their mobility and their mental health. Staff were knowledgeable regarding people’s nutritional requirements, and this was clearly recorded to ensure all changes were shared. Information was available in the care plans and kitchen to ensure people received appropriate drinks, meals and snacks that met the calorific total for each person to maintain a healthy weight. Food and fluid intake was monitored closely

People who had a diagnosis of diabetes had their health overseen and regularly monitored by the community diabetic team with management guidance in place.

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 together with other teams to ensure people received the appropriate care and support. Records showed, and staff told us about referrals and ongoing discussions that were taking place regarding people’s health and social care needs. Staff told us they worked together as a team to ensure people received the care and support they needed. One staff member said, “We have a good team and work with our sister homes well, they help support us and we do the same.”

Staff were updated each day at the beginning of their shift, there was also information on the organisation’s electronic devices, about changes to people’s needs. There was a plan developed each day which included information about what each person was doing, details of any appointments, work or planned visits. This was also used to inform staff of who they were supporting and any other roles for which they were responsible. Staff told us this was helpful as it provided a structure and guidance throughout the shift. It enabled them to be aware of the roles of other staff in addition to their own. Staff worked across roles which helped to ensure the service ran smoothly.

Feedback from external professionals was positive. They told us staff worked well with them and provided all the relevant information needed to support people.

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 understood people’s health needs and when to contact the relevant health professionals. People attended regular health appointments and checks including the dentist and optician. Staff understood how people may present if they felt unwell or were in pain. This information was also recorded in people’s care plans. Staff were also mindful that changes in people’s behaviours may indicate they were unwell.

People’s relatives told us their loved one’s health was well managed. One relative explained their loved one may not always co-operate with medical interventions or health checks, but this did not prevent staff from seeking support when required.

One healthcare professional told us, “Staff are really good, they know people really well and recognise when not well, and advocate for them.”

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.

People’s health and care needs were monitored and records kept using recognised systems of measurement. For example, the use of a recognised weight screening tool used to identify adults who are malnourished, at risk of malnutrition, or obese. People’s weights were regularly checked and records kept.

Care plans contained a medical history section which provided details of all medical appointments and interventions people had experienced. Relatives and health professionals told us that staff knew people well and they were able to detect subtle changes in people’s presentation which allowed early interventions to make sure people received the best possible care. For example, staff told us that one person expressed discomfort by skin picking which they immediately acted on and contacted the GP in case it required antibiotics.

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

All staff received mental capacity act training. They told us they offered people choices and supported them to make their own decisions in all aspects of daily living, excluding access to food and drinks. Throughout our visit we observed people being offered choices in line with their individual needs. Staff told us, “If someone doesn’t want to do something, we know from their reaction and wait and try again.”