Bennethorpe House

“The provider planned and delivered people’s care and treatment with them, including what was important and mattered to them. People were supported by a consistent team of people who knew them and understood their needs and preferences. People were supported to access regular health appointments and medication monitoring and review meetings. People’s capacity to consent to care was assessed and recorded in their care plans.”

“Members of staff were kind and caring. They knew the people they supported and treated them with dignity and respect. People were treated as individuals and supported to engage in activities of their choosing including going to football matches and walks in the local community. People were supported by consistent members of staff who knew and understood their preferences and routines.”

“Care was person-centred and each person's unique identity was supported and maintained. Members of staff knew people and understood their preferred methods of communication. Members of staff involved people in decisions about their care and told them what had changed as a result. We observed people were engaged in conversations about their care and support. People were supported to access a wide range of community activities including attending specialist activity clubs, discos, shopping and holidays. Conversations about end-of-life planning had taken place and people’s wishes were recorded in their care plans.”

“There was a positive and supportive atmosphere in the care home. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty. Processes were in place to check, audit and review all aspects of care and support within the service. The registered manager completed quality monitoring audits which were reviewed by the provider. The registered manager ensured members of staff adopted a consistent approach to the support they provided for people. This helped achieve positive outcomes for them.”