Beverley Court Residential Home

On this page

• Overview
• Shared direction and culture
• Capable, compassionate and inclusive leaders
• Freedom to speak up
• Workforce equality, diversity and inclusion
• Governance, management and sustainability
• Partnerships and communities
• Learning, improvement and innovation

Well-led – this means we looked for evidence that service leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture.

At our last assessment we rated this key question good. At this assessment the rating has remained good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

This service scored 71 (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 and management team had a shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities.

The registered manager told us they aimed to provide quality care in a homely environment, so people felt comfortable coming to stay at the service. Feedback from people and their relative’s showed people were happy with the care they received. People said, “The service is very good. They could not do more than they do” and “They look after me well. I have no complaints.” One relative said, “I am more than happy with this home – I think it’s amazing. [My relative] was in another home and this is far better. I can think of nothing that needs improving. There is a nice, homely atmosphere.” Another relative said, “I’m very impressed with the home. [My relative] is happier now than they’ve ever been. They have made them feel secure and happy. The atmosphere is great.”

The management team were passionate about advocating for people and their rights. The operations manager said, “We’re very passionate about the job. We are here more than we’re at home sometimes. We fight for people.”

The management team had inclusive leaders who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

Staff were well supported and worked effectively as a strong team. All staff told us of the positive work environment and the support from the management team which fostered and maintained effective teamwork. Staff received support when they needed it as well as regular supervision. A staff member said, “Any problems, I do knock on that managers door, and it gets dealt with straight away.”

The management team led with integrity and used their knowledge and experience of care to do so. They understood the challenges of the role and empathetically supported staff and provided hands on support to lighten their workload.

The management team fostered a positive culture where people felt they could speak up, and their voice would be heard. People and their relatives provided positive feedback about the approachability of the registered manager. A relative said, “I have not had reason to raise any complaints with the (registered) manager. I think they are very positive, and I am kept updated on anything significant.”

A whistleblowing policy was in place and understood by staff. Staff told us they were confident any concerns they raised would be fully acted upon.

The management team valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them. The management team lived their values and supported those at risk of discrimination. They worked closely with a person following discriminatory behaviour and fully supported staff during this process. Clear boundaries and consequences were established with appropriate action taken when those boundaries were crossed.

The provider did not always have clear and effective systems of good governance. Governance systems were in place, but they were not always robust or effective. Some audits needed reviewing and updating. For example, medicines audits had not recently been completed, and they lacked detail to identify all the shortfalls we found. Furthermore, a recent infection prevention and control audit had not identified the shortfalls we found with some equipment being dirty. We raised the issue of audits not being fully effective with the management team who promptly started to review and update them.

The management team were keen to improve the service and analysed data to drive improvements. Quality assurance records showed people who were at risk of malnutrition had received appropriate referrals and support as their weight had increased. Records showed statutory notifications were appropriately submitted.

The management team understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement.

The management team worked closely with local services to ensure people received the support they needed records and feedback from professionals confirmed this. The service was integrated within the local community and staff took an active role in the community. The registered manager had received feedback from a church leader, “[Beverley Court Residential Home] are the first to be generous in any of my appeals for the Foodbank, Easter eggs and recently my request to collect selection boxes to donate to those in our community who would otherwise go without.”

The management team focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice and research.

The management team strived to continually improve the service. Accidents and incidents were reported, investigated and changes made to reduce the risk of them happening again. Staff were kept informed of lessons learned through staff handovers and through the management team sending out key information.