Beulah Road

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 requires improvement. At this assessment, the rating has changed to good. This meant people’s outcomes were now 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 service 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 involved in their care, had been actively involved in assessments of their needs conducted by managers prior to any prospective new service user’s admission. Assessments considered each person’s health, care, wellbeing, and communication needs, to enable them to receive care or treatment that has the best possible outcomes.

People’s choices and preferences had been used to plan their individualised packages of care and support. Peoples care plans reflected a good understanding of people's needs, including their dependency and communication needs. Assessments were routinely reviewed and updated accordingly to reflect any changing needs. Staff understood people’s individual needs and how these should be met.

The service 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 received personal care and support from staff according to their individually assessed needs and wishes. Staff were supported through training and supervision and worked well together to deliver and meet people’s needs and wishes in line with legislation and current evidence-based good practice and standards. Staff had the right mix of knowledge, skills, and experience. For example, they proactively reduced incidents of behaviours considered challenging by following personalised risk management plans for each person they supported. Staff could recognise signs when people experienced emotional distress and how to appropriately escalate a potentially hazardous incident without needing to always use ‘as required’ psychotropic medicines.

The service 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.

The service supported people to manage their health and wellbeing to 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 access external health care professionals in a timely manner, this included supporting them when they expressed that they were in pain or discomfort or showing signs of an infection. People had health action plans and hospital passports in place which were used by health and social care professionals to support them in the way they needed. People were supported to attend annual health checks, screening, and primary care services. Staff ensured people routinely attended scheduled health care appointments and had regular check-ups with a range of community health and social care professionals including GP’s and district nurses. In addition, people received support to eat and drink enough to maintain a balanced diet.

The service 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 care and support was regularly reviewed to ensure it continues to meet their needs and wishes. Staff understood how to support people to help them achieve positive outcomes. Systems were in place to monitor the care and support provided to people to ensure this remained effective. This ensured the provider knew what action to take if any improvements were required.

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

The care home was working within the principles of the Mental Capacity Act 2005 (MCA).

The registered manager and staff had received Mental Capacity Act 2005 (MCA) and Deprivation of Liberty Safeguards (DOLs) training. Staff understood people’s capacity to make decisions about their care and support they received. Staff used this knowledge to seek consent before they provided any care and support and people were supported to understand the care and support, they received.

Appropriate legal authorisations were in place to deprive people of their liberty where this was deemed necessary to ensure their safety. The service assessed people lacking mental capacity to make certain decisions, and staff clearly recorded assessments and any best interest decisions. The service liaised with the appropriate authorities to deprive people of their liberty to ensure their safety under the Deprivation of Liberty Safeguards (DOLs) process. Staff organised for these arrangements to be regularly reviewed to ensure they remained appropriate for each person.