Beechcroft Care Home

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. The last rating for this key question was 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 registered manager and nurses assessed people’s needs, choices, and preferences in brief prior to their admission. Following people’s admission, the registered manager and nursing staff gained further information about people’s needs in consultation with family members as appropriate, and relevant health and social care professionals, to ensure their needs could be met. This information was used as a basis for developing personalised care plans.One person told us, “I answered a lot of questions when I came in.” One relative said, “I remember filling in a lot of forms and having a discussion about it.” The registered manager and nurses reviewed care plans regularly and these were updated when people’s needs changed.

The provider planned and delivered evidence-based people’s care and treatment. Staff completed training that was relevant to people’s needs. Staff demonstrated how they supported people in a safe way. One member of staff told us, “Training is very good, really helpful. The provider has a strong approach to learning and doing the right thing, refresher training is done every year”. Another member of staff said, “Dementia care here is calm and soothing, the training helps us to understand dementia and know what people are going through, why they might be upset or behave in a certain way. The manager is a good example of how to be respectful and caring with people.”

People’s dietary needs were met in accordance with their individual needs. Staff supported people to eat and drink enough to meet their needs. The kitchen staff knew people’s choices and about providing different diets, including texture modified food and high calorie diets.

We saw how staff supported people with making food choices and their choices were respected. One person told us, “We are offered food and drink through the day.” Another person commented, “The portion sizes are good, and I think nutritious, and drinks are always being offered.” One relative said, “There is plenty of food and drink and they [staff] help my [loved one] with it too.”

The registered manager and the staff team worked well with each other and external professionals. The registered manager held meetings with nursing and care staff to discuss areas such as any changes in people’s needs, guidance for staff about the day-to-day management of the service, coordination with health care professionals and any changes or developments within the service.

One member of staff told us, “When we handover between shifts all information is shared about how people have been, really good, all changes and updates, it makes you feel that you are ready to start supporting people, that all the checks and risks are being managed for people. It’s motivating.”

The registered manager and the nursing staff assessed, monitored and met people’s healthcare needs. People were supported to maintain good health. People’s health needs were recorded in their care plans along with any support required from staff in relation to these needs. People using the service told us they were happy with the support they received with their health. One person told us, “They [staff] make sure I get up and walk and that my skin doesn’t get dry.” Another person said, “They [staff] organise vaccinations and podiatry, sometimes there are blood pressure checks.” One relative commented, “Anything my [loved one] needs they [staff] sort out.”

The provider had worked with healthcare professionals. People’s care records included evidence of regular contact with health care professionals for example, the mental health team, speech and language therapist, GP, dentist, podiatrist, and hospitals. Records were made of individual health care appointments, the reason for the visit, the outcome, and any recommendations.

Care records showed that people’s health had improved at the service. For example, improved skin condition, healing wounds and improvements in weight. People were supported to stay active and eat well.

The registered manager and nursing staff monitored people’s health and wellbeing. The electronic care records system enabled the management team to have a real time oversight to ensure people’s assessed needs were met. Staff told us they would notify the nurse or the registered manager if people’s needs changed and if they required the input of an external professional.

People consented before staff supported them. We found the service was working within the principles of the MCA and appropriate legal authorisations were in place to deprive people of their liberty. Staff training records showed they had received MCA training. Staff demonstrated best practice around assessing mental capacity, supporting decision-making and best interest decision-making. Staff knew about people's capacity to make decisions through verbal or nonverbal means. Records confirmed capacity assessments had been completed and people and those important to them were involved in best interest meetings.