Bankfield

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.

This is the first assessment for this newly registered service. This key question has been rated 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 a pre-admission assessment to ensure people’s needs could be appropriately met. Assessments contributed to care planning documents, and these were subject to regular review to ensure any changes in health, wellbeing or preferences were identified.

The registered manager was proactive in their approach. They communicated to staff the importance of documenting any changes they observed in people, and these were discussed in internal meetings and with external professionals.

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.

The manager and staff worked in partnership with external professionals. The provider positively engaged with local and wider networks, including the local authority. Senior staff attended meetings and training sessions; information and best practice approaches were shared with the staff team.

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. We spoke with a community health professional who had been a regular visitor to the home over many years. They were extremely complimentary about the current provider, the registered manager and the staff team.

The professional told us, “The minute they see anything they alert us. Staff know the right protocols. They always take my advice on board.” They informed us that the home had participated in First Response training recently delivered to care homes. The collaborative approach from the staff team, in tandem with strong partnerships with external professionals, ensured people benefited from a well-coordinated approach to care.

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.

People were supported to access a range of professional healthcare services such as optician, podiatry, physiotherapy, district nurses and GPs. There was daily contact with the GP or pharmacy services, with weekly visits by the GP to address any identified health concerns and to undertake regular reviews. Where people had specialist hospital appointments, they were supported to attend these. People told us they had access to healthcare when they needed it.One person’s relative wanted a face-to-face meeting with the GP; we provided feedback to the registered manager so this could be facilitated.

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.

Systems were in place to accurately monitor people’s health, for example in relation to weight, infection and skin integrity. The systems and tools in place provided feedback on people’s health and wellbeing; staff were able to flag concerns in a timely manner for senior management to action. Care plans were audited and reviewed to ensure information remained accurate.

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

People can only be deprived of their liberty to receive care and treatment with appropriate legal authority. In care homes, this can be done through a procedure called the Deprivation of Liberty Safeguards (DoLS), which is part of the Mental Capacity Act 2005 (MCA). We checked whether the service was working within the principles of the MCA and how they managed DoLS within the service.

We found that staff and management worked within the principles of the MCA. DoLS authorisations were appropriately applied for and overseen. People were not subject to unlawful or excessive restrictions as they had choice control and freedom over their lives.