Homebeech

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 as requires improvement. At this assessment the rating has remained requires improvement. This meant the management and leadership was inconsistent. Leaders and the culture they created did not always support the delivery of high-quality, person-centred care. The provider was previously in breach of the legal regulation in relation to good governance. Improvements were not found at this assessment, and the provider remained in breach of this regulation.

This service scored 61 (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 did not have a clear shared vision, strategy and culture which was based on transparency, equity, equality and human rights, diversity and inclusion, and engagement. They did not always understand the challenges and the needs of people. Homebeech has been unable to sustain any improvements and has been assessed as requires improvement since 2016 across 8 inspections. Since the last assessment, the senior management team have introduced a range of improvements and an action plan to address the shortfalls identified internally and as a result of the last assessment. These improvements continue to be embedded into the practices at the home.

The manager told us, “I think Homebeech has been a tricky home over the years, but is quite settled at the moment. My door is always open, we are visible. We like to reflect with the team, to encourage transparency, learning, and the staff aren’t shy to report any problems.”

The provider’s statement of purpose states, ‘We aim to provide a homely environment with care and support to all service users, regardless of their respective needs.’

Not all leaders understood the context in which the provider delivered care, treatment and support. They did not always embody the culture and values of their workforce and organisation. Leaders did not always have the skills, knowledge, experience and credibility to lead effectively, and they did not always do so with integrity, openness and honesty. The home manager was comparatively new to the role and was aware that improvements were needed, but these had not yet been achieved. Staff felt supported in their roles. One staff member said, “It’s improved and [manager] manages it well. We have a clinical lead. It’s given us more support. The team leader role used to be based on the floor, but for a while we have been off the floor and overseeing things. We have enough management staff to support the care staff.”

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

A staff member told us, “During my annual appraisal we go over key goals and anything I need support with. If I need help I’ll approach the management and they always help when I need it.” Another staff member described the flow of information between staff as effective and said, “In handover we are always getting information from the night staff. Everyone is there in the handover, nurses, carers, management.” In addition to daily handover meetings, staff meetings also enabled staff to discuss any issues or make suggestions. The provider had a whistleblowing policy and guidance for staff on how to raise concerns.

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.

Feedback from staff overall was positive. A staff member said, “If we have some problem, we discuss with team leaders. If not sorted, we go to the managers. Staff are from different religions and countries. We discuss everything. Staff are good. There’s no pressure on us and managers are approachable.”

The provider did not have clear responsibilities, roles, systems of accountability and good governance. They did not act on the best information about risk, performance and outcomes.

A range of audits measured and monitored the home overall and were used to drive improvements. However, areas of concern found at this inspection had not been identified through the provider’s auditing processes.

Homebeech has a long history of non-compliance with legal requirements. The home has been without a registered manager since February 2024. The current home manager is in the process of registering with the Commission.

At this assessment, whilst improvements have been made, further steps need to be taken to ensure people with a learning disability and autistic people are not disadvantaged in the care and support they receive. Care continued to be task-focused rather than personalised. Care plans lacked information for staff to follow with regard to managing, for example, people’s anxieties or when they became distressed. Positive behaviour support plans were not in place. The model of care delivered at Homebeech was not always in line with current best practice guidance, Right support, right care, right culture.

As part of the provider’s governance processes, audits had been completed for medicines, care plan reviews, health and safety, accidents and incidents, and observations were completed of staff as they undertook various tasks as part of their roles.

The provider understood their duty to collaborate and work in partnership. They shared information and learning with partners and collaborated for improvement.

We were provided with a list of health and social care professionals who had been involved with Homebeech. We contacted some of them to ask for their feedback but did not receive any responses. The service evidenced the support and guidance they had received, particularly with regard to healthcare support for people living at Homebeech.

The provider had made some improvements to focus on continuous learning, innovation and improvement across the organisation and local system.

The provider and senior management team had implemented a range of improvements since the last assessment. These included keyworkers arranging monthly meetings with people and their relatives, enhanced medication management which had resulted in a reduction of errors, dedicated handover meetings for healthcare assistants, and improved communication tools with the clinical lead, deputy manager and home manager communicating through the use of walkie-talkies.