Prestbury Beaumont

The provider delivered person-centred care that promoted people’s independence, positive outcomes and meaningful involvement in the home. Strong relationships, a stable workforce, effective partnerships and committed leadership supported continuous improvements to people's quality of life.

Care was highly personalised and focused on what mattered most to people. Staff had a strong understanding of people's histories, relationships, communication needs and circumstances, enabling them to adapt support as needs changed. People were supported to maintain their identity, independence and control, and to continue the relationships, interests and experiences that gave their lives meaning.

Positive risk management enabled people to remain independent and take part in opportunities important to them. Staff worked effectively with healthcare professionals to ensure specialist advice was reflected in daily support.

The care staff provided achieved positive and measurable outcomes for people. Staff responded effectively to people’s changing needs, supporting improvements in nutrition, skin integrity, mobility, confidence and independence. People were supported to recover from periods of ill health and, where possible, regain greater independence. People experienced improvements in nutritional intake, skin integrity and mobility following assessment, tailored support and treatment and effective partnership working with other professionals. These examples demonstrated that staff monitored the impact of care and adapted support to achieve better outcomes for people.

Care remained person-centred throughout periods of people’s deteriorating health, including at the end of life. People's comfort, dignity, quality of life and preferences consistently shaped the support they received. Staff worked with people, relatives and healthcare professionals to anticipate changing needs and ensure people's wishes continued to guide their care as their health deteriorated.

People were actively involved in shaping the service and driving improvements. Staff used creative approaches to support meaningful activities and experiences, while strong community links enabled people to remain engaged and connected. People's ideas contributed to changes within the service and people were supported to use their own knowledge, skills and experience to contribute to its development. Community relationships were reciprocal, enabling people to remain connected with life outside the service while also creating opportunities for the wider community to participate in the life of the service.

Visible and compassionate leaders promoted a strong person-centred culture and a commitment to continuous improvement. Staff felt valued and empowered, and all teams worked together to support people's well-being and quality of life. Leaders were prepared to challenge established practice when improvement was needed and invested in staff development, recognising individual strengths and creating opportunities for progression. This contributed to a stable and motivated staff team and enabled staff to develop their skill for the benefit of people using the service.

Consistent feedback from people, relatives, staff and professionals reflected the service's positive culture and approach. Strong partnerships with families, healthcare professionals and community organisations supported coordinated care. One professional partner told us, “I believe the care delivered is outstanding and I can only hope that if I am ever in need of care, I will be able to find a place like this."