Terry Yorath 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

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.

People’s needs were assessed prior to commencing the service. Initial assessments identified and documented the support required by each person, including areas such as personal care, medication, communication, and diet and nutrition.

Information obtained through the assessment process was used to inform the development of personalised care plans and risk assessments. People using the service, their relatives, and relevant health and social care professionals were involved in these discussions, ensuring that care planning was person-centred and reflective of individual needs, preferences, and choices.

Care plans and risk assessments were subject to regular review. This ensured they remained accurate, up to date, and responsive to any changes in people’s needs or circumstances

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 risk assessment and monitoring tools were used effectively to identify, track, and respond to any improvements or emerging concerns. These tools were used to assist the care planning system and assure access to information.

The management team maintained oversight of risk assessments and monitoring outcomes and took appropriate, timely action where required. This process involved working with people, their families, and the staff team to ensure a coordinated and person-centred approach to care.

The service worked in partnership with external organisations, including tissue viability services, community mental health teams and speech and language therapy professionals, to support and promote positive outcomes for people using the service. Staff received training in line with current good practice guidance. A visiting healthcare professional spoke positively about the staff’s knowledge and competence in managing peoples’ diabetic needs. They told us they were assured by staff practice and were confident that appropriate and timely action would be taken whenever required.

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 collaboratively with external professionals and people using the service to ensure needs were clearly understood from the point of admission. This approach enabled staff to access accurate and up-to-date information, supporting the development of effective care plans for new admissions while maintaining safe, consistent, and person-centred care for those already living at the service.

Staff told us they had access to up-to-date information for all people living in the home. They reported using this information effectively to ensure they were able to meet people’s assessed care needs and provide safe, consistent, and person-centred support. One visiting professional said, “Staff care, communicate well, and do their best. They follow recommendations and know their residents well.”

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 able to access healthcare support as needed, and staff demonstrated a clear understanding of how they monitored and recorded peoples’ health needs. People were supported to maintain their health and wellbeing through ongoing observation, regular healthcare input, and timely access to external professionals where required.

We saw evidence that concerns regarding deteriorating health were recognised and acted upon promptly. During the assessment, senior managers and staff responded quickly and appropriately when a person became unwell and experienced an acute mental health issue. Effective action was taken to ensure the person received timely healthcare intervention and support, which enabled them to successfully manage the crisis.

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.

Relatives told us they felt people’s health needs were monitored safely and appropriately. One relative said, “Staff meet all of [person]’s needs.” Another relative told us, “[Staff member] knows when [person]’s condition is worsening; they know [person] well.”

Staff described how they monitored people’s health needs as part of daily practice, including physical health indicators such as weight. One staff member told us, “People are supported according to their care plan, and I follow these to give them the best support. Any needs or changes are discussed in handovers, clinical meetings, and staff meetings. It’s my duty to ensure I’m up to date with people’s care plans as they are updated by the manager.” This demonstrated that monitoring was embedded into routine practice and supported by effective communication systems.

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. 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.

Staff demonstrated a clear understanding of the principles of the Mental Capacity Act (MCA). One staff member told us, “MCA is about helping people to make their own decisions. Some people have capacity over decisions such as what to wear, but they may need support with personal care.” Another staff member said, “When I’m helping a resident, I always ask for consent and explain what I’m doing.” Mental capacity assessments and best interest decisions were clearly recorded and showed how people were involved in decision making as much as possible.

This showed staff understood that capacity is decision-specific and recognised the importance of gaining consent and providing appropriate support without unnecessarily restricting people’s rights.