Beverley House

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• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

We rated this key question as Good. This meant staff treated patients with compassion and kindness. They respected patients’ privacy and dignity. They understood the individual needs of patients and supported patients to understand and manage their care, treatment or condition. Staff involved patients in care planning and risk assessment and actively sought their feedback on the quality of care provided. Staff informed and involved families and carers appropriately.

This service scored 80 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

People told us that staff were doing an excellent job and the doctor was excellent. People told us the doctor was very professional, hospitable and caring. All staff were there to help. People we spoke with felt they were treated with compassion, dignity and respect.

People told us the Carer’s Events were fantastic as families were invited and were welcomed. This event helped carer’s find out how the service worked. Most of the carer’s spoken to said staff had always been very caring.

One person we spoke to told us that the staff “go above and beyond to care.” Agency staff also try their best even though they don’t know the people as well as other staff. The person told us “It’s great here in comparison to other places.”

One person told us nothing changed today because CQC were here, it’s the best care ever and there is always someone here to help. Staff supported the person with settling in, their diagnosis, medicines and support plan to help them re-stabilise into the community. The person told us “This place has saved my life and I’ve been able to open up with all the staff.”

People told us staff were always respectful and polite, listened and were very professional.

Another person said, “This is the best place I’ve ever been to and everyone genuinely cares.”
 

Staff and managers told us how they supported people and made them feel they were cared for and listened to. They ensured peoples’ views and preferences were listened to and they built good relationships with everyone. Staff told us there was openness and transparency in conversations with people. Staff were observed engaging with people in a professional and caring manner. Staff were responsive and used their initiative to respond to the needs of people.

Staff followed processes to ensure people knew their privacy and dignity were respected. Staff maintained confidentiality and discussed with people what they wanted to do in terms of therapeutic activities and other activities. People knew how to raise concerns or issues if they needed to.
 

We observed staff acting with care towards people. We observed staff interacting positively with people.

We observed staff sitting with people to support them in a natural and friendly manner. We also observed people having their hair braided and nails painted during a pampering session where people could choose what colour nail varnish they wanted. We saw people smiling and engaging with staff and enjoying activities.
 

People told us they were involved in their care and had choices of what they wanted to do each day. They felt staff supported them with person centred care which was specific to their care and treatment.

Staff told us they treated people as individuals and supported them by listening and helping them during activities and asking if they wanted to raise any concerns or suggest new ideas about their care and treatment.

We observed staff completing clinical records with evidence of being people focussed, individualised and involving people in agreeing to which groups were run and regularly revisiting peoples’ rights. We observed staff involving family members in care planning.

Staff respected and promoted people’s individual needs. Staff followed processes during admission and assessment to collate information about peoples’ equality and diversity needs. For example, assessing and meeting religious needs Staff recorded this in peoples care and treatment plans. Staff suggested using spiritual leaders to support peoples’ spiritual wellbeing.

People and their relatives told us staff promoted independence and choice. People could choose what activities they wanted to do, and staff supported them with activities such as going to the gym. Staff respected people’s choices, and they felt happy and engaged in conversations about their care and treatment. People were also happy with the choice of food and told us the chef was willing to meet their needs if something they wanted wasn’t on the menu.

People told us there was always something to do as they had access to communal spaces where they could socialise. People took part in art activities, interact with each other and played games. People told us they knew what they needed to do to work towards getting leave.
 

Staff supported people to make decisions about their care and treatment. Staff supported people to be involved in a range of therapeutic sessions. The assistant psychologist and the occupational therapist supported people with interesting activities where they shared new ideas and experiences. Staff supported people to help them transition towards being back in the community to live a life of independence with confidence.

We observed staff supporting people to help promote their choices and independence. Staff supported people to use Section 17 leave to access the community to go shopping, attend church and go for walks. Staff supported people to access the courtyard.

We saw staff providing pampering sessions for people, which included treatments for hair, face and nails, this made people feel better about themselves and they could choose the colours they wanted.
 

The provider put processes in place to ensure staff developed care and treatment plans with a focus on personalisation and the voice of the person. Staff individualised care plans to support each person’s needs. Staff ensured community meetings took place where peoples preferences were taken into account and met, where possible. People and staff could feedback to managers of what was working well and what wasn’t.

People told us staff were always available to help them and meet their needs, they wouldn’t have to wait when needing support from a staff member. People felt staff were excellent at meeting their needs.

Staff told us they engaged well with people and always responded to meet any immediate needs. Staff said they had good relationships with people and listened to them. Staff said they had built a good rapport with people, which meant they were able to meet their needs.

We observed staff responding to people in a timely manner.

There were enough trained staff with the right skills to meet the needs of people. Staff adapted care plans to ensure peoples’ needs for care and treatment were reflected. Staff attended handover meetings, where peoples’ needs and requirements were discussed.

Leaders told us that Priory was a good employer, and they prioritised staff well-being. Staff told us they had the support they needed, and they were able to share feedback with their line manager. Staff told us even though the dynamics changed every now and then, overall, they have found it to be a good place to work.

Staff told us, there were sufficient staff to meet people’s needs. One staff member told us there had not been any incidents since they had started work at the service. Staff told us that leaders have been supportive and allow them to execute their jobs without too much interference.

One staff member told us leaders were supportive, and this allowed them to do their job without too much interference.

Staff told us that leaders were good and supportive. Staff have been able to develop their careers. Staff felt they had a good rapport with each other, and they were able to access peer support to resolve issues without the need to go to management all the time. Staff felt they were alert to any changes in peoples’ risks. Staff told us they checked on each other and the team approachable and positive.

Staff felt they had a voice and were listened to. Staff told us they were given incentives such as treat boxes and were pleased with this appreciation. One staff member said, “I love the job, and I love the place, things are always in place.”

Most staff told us they feel they have a voice and can be open and transparent whether there are concerns of bad practice or to reflect on good practice. Management support staff regardless of their role. Staff told us ‘We are a team here and can always voice our opinions.’ Management go out of their way and give incentives such as treat boxes.
 

Line managers ensured staff received regular supervision. Leaders promoted staff wellbeing was promoted through training and support. Staff had peer support and there was an open and transparent culture that supported staff to speak out.