128 Beech Hill

On this page

• Overview
• Person-centred Care
• Care provision, Integration and continuity
• Providing Information
• Listening to and involving people
• Equity in access
• Equity in experiences and outcomes
• Planning for the future

Responsive – this means we looked for evidence that the provider met people’s needs.

This is the first assessment for the service under the new provider. This key question has been rated good. This meant people’s needs were met through good organisation and delivery.

This service scored 79 (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 always ensured people were at the centre of all decisions about their care and treatment, working collaboratively to respond to their changing needs. Care was always delivered in line with best practice guidance for people with learning disabilities and autistic people, and was consistently tailored, responsive, and person-centred.

Care plans were holistic and reflected individuals’ wishes, preferences, and lifestyles. People told us their care was delivered at a pace that suited them and enabled them to live full, meaningful lives, including enjoying holidays and experiences important to them. One person described a recent holiday, saying, “On 27 October I went to Longleat Centre Parcs, it was great.”

People were supported to pursue highly personalised interests and routines, from sleeping in a tent in the garden to running an annual ice-cream stall. They accessed activities linked to their interests, including visiting local shops and markets to source items for unique hobbies and interest, trampolining, photography, countryside walks, beach trips, church attendance, and social outings.

People’s specific health needs were understood and supported in an enabling, person-centred way, with staff tailoring care to each person’s ability to process information and make decisions. Care was delivered in a manner that respected their wishes and preferences, promoting autonomy while ensuring safety and wellbeing.

Person-centred practice was evident throughout the service. Staff knew people well, interacting politely and respectfully, with warm, light-hearted conversations reflecting positive, trusting relationships. The culture within the service was caring and inclusive, with people showing connection and belonging through gestures such as exchanging postcards and gifts from holidays, demonstrating a strong sense of community and inclusion. During the inspection, the inspector asked a person if they had been home to see their family at Christmas, assuming the family home was “home,” and the person replied, “No, because this is my home.” reflecting that the service is recognised as their own and reinforces the empowering, person-centred culture.

The provider understood people’s diverse health and care needs and worked effectively with local services to ensure care was joined-up, flexible, and promoted choice and continuity. There was evidence of positive partnership working with community healthcare professionals, including mental health practitioners, learning disability nurses, and GPs. Staff knew people well and understood what was important to them, including the need for support from a consistent and familiar staff team. The registered manager planned rotas carefully to balance people’s preferences with service needs and ensured additional shifts were covered where required to minimise the use of unfamiliar staff.

People were supported to build and maintain strong links within their local community. One person who regularly attended a local sports centre told us they knew many people there and felt well known and welcomed. Staff told us people in the local area regularly stopped to talk with him, and he had formed friendships through everyday interactions, including forming a long-standing friendship while travelling on the bus which has led to coffee shop meet ups. This demonstrated positive outcomes from consistent, integrated support.

The provider supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs. People told us they did not require information in a pictorial format as they were able to read. However, people did have access to a range of easy-read materials including health topics. Staff used social stories and technology to aid communication, and people were knowledgeable about their support needs and how these were met. People said they did not want copies of their care plans and were able to access electronic care plans with the support of staff.

The provider made it easy for people to share feedback and ideas, or raise complaints about their care, treatment and support. Staff involved people in decisions about their care through regular keyworker meetings and annual reviews, which included family input. Observations showed staff enabling choices and encouraging participation, such as asking if a person wanted to go for a walk or watch television. The staff member told us they promoted independence and choice because, “It’s important for people to be involved in decisions about their care.”

Staff and people told us keyworker meetings were informal. One staff member described them as “Hot chocolate chats” and said over a cup of hot chocolate they talk about and focus on things that matter to the individual, such as holidays, activities and personal interests and where things could be improved. Another member of staff said, “The service is highly person centred. People's voices are heard and individuals are well cared for.”

We asked people if there was anything they would like to change. One person told us they couldn’t think of anything they would like to change because they were happy and life was good. Another person told us about a rug in the living room would be nice but recognised this might be a trip hazard so not a good idea. Both people said they were able to freely and openly talk to staff about their thoughts, views and ideas.

The provider ensured people could access the care and support they needed when required. People’s care plans reflected input and advice from medical and healthcare professionals. Care records showed that appropriate referrals had been made to specialist services, and people attended routine medical check-ups and annual health reviews.

Processes were in place to ensure people had timely access to healthcare and that essential information was shared appropriately among staff and relevant professionals. Staff rotas were carefully planned to support people in attending appointments, and risk management plans reflected individual transport and accessibility needs. Care records showed ongoing consultations and collaboration with healthcare professionals, demonstrating a coordinated approach to people’s health and wellbeing. This ensured that people received care that was responsive, personalised, and supportive of their overall health outcomes.

The registered manager actively advocated for people to ensure they received appropriate care and treatment. For example, they made the decision to change a healthcare provider after identifying that people were not receiving the level of support, treatment or respect they were entitled to. This action was taken to ensure improved outcomes for individuals, demonstrating proactive leadership and a commitment to ensuring equitable access to safe and effective care.

Staff and leaders listened to people who may be at risk of experiencing inequality and adapted care and support to meet their individual needs. Assessments and care plans took a holistic approach and reflected protected characteristics under the Equality Act 2010, as well as people’s strengths and abilities.

Staff treated people with dignity and respect and provided care in a non-discriminatory way. They had completed equality and diversity training and understood how to tailor support to reflect people’s choices, lifestyles, and communication needs. Care was delivered in line with recognised best practice guidance for people with learning disabilities and autistic people, including the Oliver McGowan Code of Practice and Right support, right care, right culture, helping to ensure support was equitable, person centred, and responsive.

People were supported to plan for important life changes, giving them sufficient time to make informed decisions about their future, including end-of-life planning. People’s cultural and spiritual beliefs were recorded in their care plans and considered as part of their ongoing support. The registered manager was aware of people’s changing needs and how these could impact their lifestyles and cognitive abilities in the future. One person had purchased a funeral plan that included specific details about their end-of-life preferences.