Bede House

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 changed to outstanding. This meant service leadership was exceptional and distinctive. Leaders and the culture they created drove and improved high-quality, person-centred care.

This service scored 89 (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 very clear shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and an exceptional understanding of the challenges and the needs of people and their communities.

Relatives gave especially positive feedback about Bede House. A relative commented, “The home is fabulous, the best there is. The staff are fantastic, nothing is ever a problem. It was the best thing we did, moving [family member] to Bede House.”

Staff understood the values of Bede House and the especially high quality of care they provided reflected this. Due to the commitment and dedication the staff team had shown to people, there were numerous examples of people overcoming significant barriers with their physical and mental health. This enabled them to achieve outcomes which previously proved difficult to achieve.

A person with extremely complex mental health needs was admitted, following unsuccessful stays in various other homes and care settings. The person found it hard to develop trusting relationships. Following an extended period of transition and settling in the person developed trust in the registered manager and staff team, enabling a bespoke therapeutic relationship to develop. Due to living in Bede House the person’s life was transformed, enabling them to break down negative barriers preventing progress and live a fuller life. The person commented, “I have always liked living at Bede House.” A professional said, “I was really impressed by some exceptional care from some individuals (staff).”

The provider had exceptionally 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 always did so with integrity, openness and honesty.

The registered manager was highly visible and led by example. Feedback from senior managers and professionals was especially positive. Senior management praised the registered manager for her leadership of Bede House. They commented, “[Registered manager’s] compassionate leadership underpins the foundation for a deeply empathetic culture within the home. She knows each resident personally, their histories, preferences, and what matters most to them. She above all learns their unique stories and then applies and guides the care home team to the best interests of the residents.” A Professional commented, “I can assert that [registered manager] is an extremely dedicated care home manager who goes above and beyond, demonstrating such kindness, care, compassion, and empathy which I would rate as exceptional.”

The registered manager was integral in nurturing positive relationships with people and relatives to promote excellent outcomes for people. For one person with complex needs, the registered manager developed a bespoke strategy working with multi-disciplinary teams [MDTs] to support a person’s placement at Bede House. This enabled the person to successfully transition into the home, where previous placements had failed due to distressed behaviours caused by fear. Staff went above and beyond to continue to support the person after they had moved out of Bede House to ensure their needs were met. The registered manager worked with family members to improve communication and ensure everyone was happy with the outcome for the person. Relatives described how great staff had been during this time to the person and the family. Professionals praised staff for their clear communication, patiently taking time to get to know the person and responding to the person’s individual needs.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. People and relatives confirmed they could speak up and give feedback about their care. Staff understood the whistle blowing procedure and felt confident to speak up, if needed.

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. The provider had policies and procedures relating to equality, diversity and inclusion. Staff had also completed relevant training.

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. The provider had an established quality assurance system, which was effective in identifying areas for improvement and resolving issues. Audits and checks were completed regularly and action plans developed to address any shortfalls found.

The provider clearly understood and carried out their duty to collaborate and worked in partnership, and services worked seamlessly for people. They always shared information and learning with partners and collaborated for improvement.

The registered manager and staff team worked in partnership with hospital staff to support a person who had been admitted to hospital but refused treatment. The Bede House care team remained fully engaged with the person while they were in hospital. They shared their knowledge and their skills with hospital staff to support the person to accept treatment. The person stated they would not have engaged with the hospital staff if staff from Bede House had not visited and helped them, resulting in a positive recovery. Professionals praised the registered manager and staff team for their commitment and dedication to the person.

The provider had developed positive working relationships with partners to provide the best possible care for people. Bede House connected with many agencies to enable and support therapeutic activities and embed quality of life into people’s lives. This included the Alzheimer’s society and Community Acquired Brain Injury Service (CABIS) and WEAR recovery, who link with Bede House to deliver bespoke individualised training around supporting people with more complex needs. Staff also link in with MIND and AGE UK to focus on people accessing meaningful activities to promote their wellbeing. This enabled people to socialise in the local community with others who have similar conditions, to develop relationships and friendships beyond Bede House.

Community engagement was strong, with Bede House including visiting the local art studio on Fridays for creative therapies. People found this extremely beneficial in managing their mental wellbeing. A person commented, “It was great, I liked the pottery the best, I made a plate today, and I’ll paint it next time I go up.” Another person said, “It’s just lovely, I love arts and crafts and that’s what we do.”

Staff at Bede House worked with an external training provider to develop and enhance their skills. Due to the support provided some staff were being encouraged the develop the skills and knowledge to enter a career in nursing. A staff member progressed through the provider’s development plan, to support their nursing progression, and were awaiting their nursing registration.

The provider had a strong focus on continuous learning, innovation and improvement across the organisation and local system. They always 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 registered manager was committed to continuous learning, innovation, and improvement. They continually supported and encouraged creative ways of delivering equality of experience, positive outcomes, and enhanced quality of life for people. This included a dietetic initiative to create highly nutritious recipes in partnership with dietetic professionals. A professional commented the work would not only benefit people at Bede House but across the local region.

An external pharmacist visited Bede House to provide quality assurance, coaching and mentorship. This was incorporated into the in-house training and competency provided to ensure safe, effective medicines management. This helped ensure people’s health and wellbeing continued to be enhanced through engaged and well-trained team members supporting medicines management. A professional described the systems in operation at Bede House as “extremely impressive.”

The registered manager linked in with external professionals from the Mental Health team to support the team with enhancing skills and knowledge in relation to mental health support. There were team member champions in the home who also drove quality and improved practices in relation to infection control, nutrition, and wound management.

Staff had been enrolled to participate in national vocational qualifications [NVQs] to further enhance skills and knowledge and improve service delivery for residents. This supported staff with advancement into Senior care positions. Nurses were supported with continuous professional development to update their skills and knowledge. This included new and innovated practices in relation to areas including continence care, wound care, ostomy and bowel care and voice and respiratory care.