Beeston View

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 requires improvement. At this assessment the rating has changed to 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 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 provider 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.

Staff understood this vision. One senior member of staff explained how there was an “Emphasis on people receiving person centred care and how staff worked together to achieve it.”

Staff told us they felt valued and how they worked very well together as a team.

The provider had inclusive leaders at all levels 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.

Leaders and managers at all levels were available to staff and had the experience and capability to ensure the provider’s strategy of delivering high quality care was delivered.

Both the registered manager and the regional director explained to us how passionately they felt about delivering care which was safe and of a high standard. A deputy manager was in place to provide further support to the registered manager.

We received positive feedback about the management team from people, their relatives and staff. One person told us, “It’s run well, and the staff are no problem at all.” A relative told us, “I have been in touch with [Manager’s Name]. She listens to me.” A member of staff told us, “The manager is just brilliant, they are always on hand to help and support. I can ask them anything at all.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

Staff were keen to tell us how the registered manager was visible throughout the service and how they could approach them at any time for support.

Staff told us how they felt comfortable to make suggestions and confident they would be listened to.

Processes were in place to enable people to feedback about the service and have their say. For example, via surveys and resident meetings.

Events such as cheese and wine evenings were also held to provide people’s family and friends with the opportunity to give their feedback and points of view on the service. A relative told us, “I can’t specifically recall being asked for feedback, but I can feedback at any time, and I know any concerns would be acted on.”

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them.

Equality and diversity were actively promoted. Staff told us they felt included and were treated fairly.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

Governance processes helped to deliver good quality, sustainable care, treatment and support, and ensured the provider had an up-to-date picture of risk across the service. The registered manager was supported by a deputy manager who was also the clinical lead. Both worked weekends and out of hours to help implement a consistent approach to governance and provide support to staff.

A complaints policy was in place and the provider reviewed complaints and used them as opportunities to learn and further improve practices.

Where audits had highlighted shortfalls in practice, there were actions in place to help resolve any issues. Although we were assured actions to resolve any issues were completed in a timely way, some audit records needed to better evidence this. Some audits, such as medicines and care plan audits, did not have the ‘actions completed’ section signed off, meaning it was difficult to track what actions had been completed from one audit to the next.

The provider 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.

People’s care records evidenced appropriate partnership working with external agencies, for example, in relation to managing people’s nutritional requirements and mobility needs. We saw staff working with visiting professionals on the day, to help meet people’s care and support requirements.

People and their relatives told us staff worked with other services to meet their needs. One relative commented, “They [staff] are in touch with other services to help [Name].”

The provider 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 provider demonstrated they were focused on learning and improving. There was evidence of appropriate learning from any incidents, complaints and safeguarding concerns, with any concerns being investigated in a sensitive and confidential way. The provider used this information to help drive up further improvements in the service. The provider shared wider learning within the organisation, such as by discussing and sharing learning with the service’s ‘sister’ homes.

The provider had recently made improvements to its record keeping and transferred all paper care plans and records over to an electronic system, this had helped to free staff’s time from record keeping so they had more time to spend with people.