Beverley Court Residential Home

On this page

• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

Caring – this means we looked for evidence that the provider involved people and treated them with compassion, kindness, dignity and respect.

At our last assessment we rated this key question good. At this assessment the rating has remained good. This meant people were supported and treated with dignity and respect; and involved as partners in their care.

This service scored 80 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The management team and staff excelled at treating people with kindness, empathy and compassion and in how they respected people’s privacy and dignity. Staff always treated colleagues from other organisations with kindness and respect.

All people and their relatives were extremely complimentary about staff at the service and the support they provided. People told us, “The staff are all good. They could not do more for me” and “The care is good, and the [staff] are all good. I have a good relationship with them all.” People’s relatives said, “The [staff] are wonderful. I can’t fault them”, “The [staff] are so jolly and caring” and “I have not seen anything other than professional care.”

Staff were considerate of all people’s needs. We saw staff providing people with timely support and at an appropriate pace for people. Staff also provided emotional support to people which included empathetically talking to a person about their loved one who had recently passed away and the happy memories of their wedding day.

Staff were truly caring and passionate about supporting people. The management team told us people had engaged in medical appointments and decisions about their care and treatment due to the meaningful and supportive relationships they had with staff. Staff said, “You have to come into care with a heart. I have great passion in what I do, it is a stressful job, but it is rewarding as well.”

Staff developed genuine and meaningful relationships with people and their relatives. Staff said, “You enjoy coming to work to see people and families too and to engage with everybody; it’s a lovely job.” We saw multiple positive interactions between people and staff which were relaxed, respectful and at times playful where people enjoyed these types of relationships.

Staff upheld people’s rights to privacy and dignity. One person said, “They respect my privacy.” When speaking with staff, they gave clear examples how they maintained people’s privacy and dignity. Staff respected people’s privacy during phone calls and visits which could be held in private if people wished.

The provider treated people as individuals and made sure people’s care, support and treatment met people’s needs and preferences. They took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

People were always treated as individuals with care tasks, activities and communication tailored to each person’s preferences. Staff followed people’s preferred routines which were documented in their care plans.

A wide range of activities were available for people to join in with, though some people preferred not to and staff respected their decisions. Activities were personalised to people’s interests and life experiences. For example, one person was supported to visit a fishing museum which was related to their former occupation. One person said, “The entertainment is the best aspect of living here, and I especially like the singing.”

People’s religious and cultural needs were met. Staff ensured a wide range of activities were arranged to mark important religious and cultural events. People were supported attend church when they wished, and the local church leader was regularly welcomed into the service to support with activities and to meet people’s religious beliefs. Staff had gone to significant effort to decorate the service for Halloween, Autumn and Bonfire Night with people participating in making decorations. A Halloween party was held for people and their families for which the management team received very positive feedback.

The management team and staff promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing.

Staff promoted people’s independence and sought consent before providing support. A person said, “I don’t go out. I’m not interested in that, but I do feel I have my independence.” A staff member said, “If they need help, we are there to support them. We always let them try themselves first to promote independence.” We saw staff encouraging people to mobilise and people were encouraged to read during activities, helping them to retain important skills. One person now called out the numbers during games of bingo.

People were supported to maintain financial independence. The management team worked closely with people and their relatives to manage finances effectively. This approach ensured that people retained control over their money, promoting choice and control in everyday life, including making purchases in shops or online.

Staff upheld the values of people having choice and control over their lives. Choices for people varied from everyday options such as meals, drinks and a wide range of activities to more complex choices around their health. Choices were offered in a way people could understand. For example, there was a picture menu so people could pick the option which appealed to them. If they didn’t want either option, alternatives were provided. One person said, “The food is good, and [staff] will make something different for me if I want it.”

People were supported to maintain relationships with their loved ones. Visitors were welcomed and people could have private meetings and meals with their friends and relatives.

The management team and staff listened to and understood people’s needs, views and wishes. Staff responded to people’s needs in the moment and acted to minimise any discomfort, concern or distress.

Staff provided appropriate support to people where communication was difficult at times. Some people demonstrated their needs through their behaviours. Staff understood what people may be trying to communicate and provided appropriate support. For example, some people could become anxious. To help one person manage their anxiety, staff gave them tasks to do such as domestic tasks and a rota had been created for their room so they knew when their family would be visiting. Some people displayed behaviours which may challenge others and had medicines prescribed in the event of the behaviours posing a risk to the person and other people. We found staff had managed these behaviours well and the medicines were only to be used as a last resort.

Staff responded promptly to people’s needs. We saw staff reacted quickly to call bells and could be easily located to provide the support people needed, when they needed it.

The management team sincerely cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care.

Staff were happy with the support they received in their roles. Staff said, “Once I had something playing on mind, something personal. So, I sat there and spoke with [Registered Manager], and I felt better after that” and “[Registered Manager] will help you in every way and if you have a problem, they will help you solve it. Both on a personal level and at work. You can ask [Registered Manager] anytime and they will help you; they are always on hand.”

Staff worked well as a team which supported their wellbeing and there was good staff morale. Staff told us they were happy to return to work after time off and staff sickness was rare, but other staff would cover the shift if this happened.

The management team genuinely cared about their staff. Staff were supported to develop, gain qualifications and to progress in their career when positions arose. The management team told us of safety equipment they had purchased for staff travelling to and from work and how the team worked together to keep each other safe.