Cross Street Residential 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. 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 79 (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, and others important to them, had been actively involved in assessments of their needs which the managers conducted prior to anyone’s admission to the care home. The assessment considered people’s personal, social and health care needs, and expressed wishes and preferences which were used to develop individualised packages of care. Managers demonstrated good awareness of their role to thoroughly assess the needs of prospective new service users and act as responsible ‘gatekeepers’ for the care home. For example, they gave us good examples of instances when they had declined to allow anyone new to move into the care home on the ground their needs were not compatible with the people already living there.

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.

People participated in planning their care and support. People received care and support from staff according to their individually assessed needs and wishes. Their care plans were detailed and routinely reviewed and updated. Staff worked well together to meet people’s needs and wishes in line with their care plan and recognised best care practice and standards. Staff understood each person’s needs and how these should be met. A member of staff told us they used quality-of-life tools to identify areas of life that are important to them, set goals and develop action plans to ensure these outcomes were achieved.

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.

People were supported by managers and staff who worked well-together and with other external health and social care professionals and bodies. Systems were in place to make sure information was shared in a timely manner by everyone involved in people’s care. This all helped to ensure a joined up, consistent approach to delivering safe and effective care to people in line with their individually assessed needs and preferences. A relative told us, “They have a dedicated staff team who work well together to look after the needs of everyone living in care home.” An external care professional added, “The staff are always available for a chat before my sessions and will advise me of any changes to my client’s health or care plan. They will routinely fill me in on what’s been happening in my clients lives and any areas where I can be of assistance during my time there.”

The provider always supported people to manage their health and wellbeing to fully maximise their independence, choice and control. The service supported people to live healthier lives and where possible, reduce their future needs for care and support.

People were supported to manage their health to maximise their independence and live healthier lives. The managers told us they supported one person to receive the medical treatment they needed to overcome a health care condition. This meant this individual could now participate in social activities in the wider community they enjoyed, such as walking, companion-cycling, hydro-pool therapy and meals out with their next of kin. People had their own personalised health care action plans and a hospital passport in place which were used by external health and medical care professionals to support people in the way they needed and wished. Staff knew when people were unwell or in pain and ensured they routinely attended scheduled health care and hospital appointments with the relevant community health and medical care professionals. A relative told us, “The managers and staff keep me informed about my [family members] medical needs that come up and make sure they always attend their medical appointments.” Another relative praised staff for picking up on a concern about their family member’s health and immediate seeking appropriate medical support.

In addition, people received support to eat and drink enough to maintain a balanced diet. Staff told us how they supported a person to have a more balanced diet and choose healthier lower calorie meal options where possible in line with advice they had received from external health care professionals.

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 experienced positive outcomes from the care and support they received from staff. People’s care and support was regularly reviewed to ensure this was meeting their assessed needs and expected outcomes. Systems were in place to monitor the care and support provided to people to ensure this remained effective.

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

People were supported to understand the care and support staff provided them. This enabled people to consent to this if they wished. Managers and staff understood people’s capacity to make decisions about their care and support using people’s preferred method of communication. For example, managers told us when a person using the service, who did not have capacity needed a medical procedure a best interest meeting was held with all the relevant parties including, the individual concerned, their next of kin, staff working in the care home and medical staff. An external care professional added, “Staff are very good at explaining treatments or activities to my clients and waiting for their consent and readiness before proceeding.”

The service was working within the principles of the Mental Capacity Act 2005 (MCA). Managers and staff had received Mental Capacity Act 2005 (MCA) and Deprivation of Liberty Safeguards (DoLS) training. Appropriate legal authorisations were in place to deprive people of their liberty where this was deemed necessary to ensure their safety.