Beverley 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

We rated this key question as Good. This meant leaders had the skills, knowledge and experience to perform their roles. Staff knew and understood the provider’s vision and values and how they applied to the work of their team. Staff felt respected, supported and valued. Governance processes operated effectively. Performance and risk were managed well. Teams had access to the information they needed to provide safe and effective care. Staff collected analysed data about outcomes and performance. They used this to identify improvements.

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.

Staff told us there was a positive, compassionate, listening culture that promoted trust and understanding between them and the people using the service. The provider had a shared vision and a focus on learning and improvement. Leaders told us patient safety was the number 1 goal and there was training for all staff to ensure they met the needs of people in a positive way.

The provider had processes in place for staff to follow to ensure all care decisions were made with peoples’ involvement. These processes enabled people, and staff were able to share any concerns or queries openly.

Staff told us they were supported by their managers and were able to raise any issues. Staff said they had good peer support, so it was very rare that they needed to resolve issues via management. The management were good and supportive, and staff have seen themselves grow in their careers. Staff said their peers are so helpful and supportive. There were times when issues can be resolved at peer level prior to them needing management support.

The provider had processes in place for people and their relatives to contact the service if they had any feedback or wanted to raise any concerns.

Staff told us they had a voice and were able to raise any concerns. Staff felt confident and were open to discussion with their peers and managers. Staff were approachable and would check up on each other. One staff member said, "We are a team here and can always voice our opinions."

Staff knew the names of the Freedom to Speak Up Guardians and felt confident to use the service if it was ever required. One staff member said, ‘they loved their job and the place as things were always in place here.’
 

The provider had a whistleblowing policy and processes in place, that staff knew of, for staff to raise any concerns. Staff were aware of this process and who to contact, should they need to use it.

Staff and leaders told us there was openness and equality in the provider’s recruitment processes to ensure staff were treated fairly, taking into account individual reasonable adjustments where necessary.

The provider had policies and procedures in place which focused on equality and diversity. Staff had training in equality and diversity and were able to use this to support their peers and people using the service.

Staff and leaders told us there were always areas in which improvements could be made such as ensuring activities as part of peoples care and treatment were reviewed and met their needs and choices. For example, staff said specialist training, such as DBT (Dialectical Behaviour Therapy) was not just for psychologists, but all staff had an awareness of this to support people at the service if necessary.

Leaders held governance meetings to share information about people and their experiences, including which improvements could be made in terms of risk and clinical effectiveness. Leaders also discussed outcomes and lessons learnt at these meetings. The provider had processes in place to support people if there was an incident, this included debriefs with staff and people and learning from incidents.

Staff and leaders worked well with external healthcare professionals to support improvement planning for people and discharge planning back into the community. Staff communicated with external professionals to ensure information was updated for each person and how they could be supported to improve in a safe way.

The provider had processes in place to support staff and leaders to work with external partners, including healthcare professionals.

Staff and leaders told us they were keen to learn and make improvements to better support people and each other. Senior leaders engaged with staff in governance meetings and looked at ways in which improvements could be made. Feedback from peoples’ community meetings helped to share views and areas where improvements could be made. For example, staff raised peoples’ concerns about the maintenance of the service which was improved with new furnishings. Staff told us every little helps as part of improvements.

The Director of clinical care told us how best practice was shared with staff at clinical governance meetings and how a learning cycle was used for the teams and the organisation. Staff told us they felt encouraged to voice their concerns and felt they were listened too and treated with compassion.
 

The provider had processes in place for staff/leaders to carry out audits of care plans every 4-6 months. These helped staff to improve care planning and record keeping.