Beeston Rise Care Home Also known as Origin Care Homes (Beeston) Limited

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.

This is the first assessment for this service. This key question has been rated requires improvement.

This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

This service scored 57 (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, or culture which was based on transparency, equity, equality and human rights, diversity and inclusion, and engagement.

We received mixed feedback from people, relatives and staff about the culture within the care home. Staff described an ethos that was not open or supportive. They did not feel heard and felt that concerns had not been addressed. However, most people felt the culture was gradually starting to improve under the current leadership.

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, or they did not always do so with integrity, openness and honesty.

Staff told us they did not always feel supported by the manager, and not all people living at the service were aware of who the manager was.

Staff, people and relative told us they had lost confidence in the manager more recently. External professionals also confirmed that there had been a breakdown in communication with the manager and concerns were not being addressed.

Senior regional managers had been more present recently and had started to rebuild relationships with professionals, staff and people living at the service. This continued to be a work in progress, however they had demonstrated enthusiasm in getting the service to a high standard.

People did not always feel they could speak up and that their voice would be heard.

Staff working in the care home consistently told us they did not feel able to speak up or confident that their voices and opinions were always heard and taken seriously. One person told us, “I have previously shared my concerns with the home manager... I was not acknowledged in anyway about my concerns and there appeared to be no follow up or investigation.”

The Regional management have been made aware of the concerns and are taking action to rebuild trusting relationships between staff and management.

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 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 arrangements to support equality, diversity and inclusion. Equality and diversity policies were in place to ensure staff were supported to work in an environment that was free from discrimination.

Staff had experience opportunities for carer progression, or to change to other job roles in the home where appropriate with suitable support and training.

The provider did not always have clear responsibilities, roles, systems of accountability or good governance. They did not always act on the best information about risk, performance and outcomes, or share this securely with others when appropriate.

Regular audits had been completed for required areas, including clinical oversight reviews, medicines audits, call bell audits, lifestyle audits and health and safety audits. Audits were given a percentage and an action plan where improvement or changed were required. There were also regular monitoring and reports regarding pressure care, wound management, infections and accidents and incidents.

However, governance systems had failed to highlight and address the concerns highlighted in this report. Feedback had been provided to the service by people living there, and those important to them regarding insufficient staffing levels, however action had not been taken. This meant people were at continued risk of harm due to low staffing and having to wait for support.

The provider did not always understand their duty to collaborate and work in partnership, so services worked seamlessly for people. They did not always share information and learning with partners or collaborate for improvement.

Key relationship with external healthcare professionals had broken down with issues being raised regarding the responsiveness and support from the service. Poor partnership working had the ability to impact on the care and service people received. With the support of senior regional managers, the service had begun to implement change and commenced work to rebuild relationships with key healthcare professionals. Professionals told us they hoped this step forward would lead to better working relationships. They told us their last meeting with the service “went well.”

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice and research.

Systems were in place to review performance, identify learning opportunities and adapt practice within the service.The provider routinely reviewed the outcomes of audits and identified performance shortfalls and lessons learnt.

The provider had also introduced organisational lessons learnt. This evidenced learning at an organisational level, in order to develop services and prevent incidents in all their homes, including Beeston Rise Care Home.