Beacon House

On this page

• Overview
• Assessing needs
• Delivering evidence-based care and treatment
• How staff, teams and services work together
• Supporting people to live healthier lives
• Monitoring and improving outcomes
• Consent to care and treatment

Effective – this means we looked for evidence that people’s care, treatment and support achieved good outcomes and promoted a good quality of life, based on best available evidence. At our last assessment we rated this key question requires improvement. At this assessment the rating has changed to good. This meant people’s outcomes were consistently good, and people’s feedback confirmed this.

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.

The provider made sure people’s care and treatment was effective by assessing and reviewing their health, care, wellbeing and communication needs with them.

Admission processes were in place to ensure people’s needs were assessed prior to admission to the service. During the assessment, we reviewed information relating to one person transitioning into the home. There was a clear and robust transition plan in place, designed to support the person and ensured a smooth and positive move. The plan included detailed steps to address the person’s preferences, needs, and emotional wellbeing. Most people had no verbal communication. Staff told us they communicated their needs through gestures and basic Makaton. We observed people using personalised Makaton signs when interacted with staff.

The provider planned and delivered people’s care and treatment with them, including what was important and mattered to them. They did this in line with legislation and current evidence-based good practice and standards.

Recognised assessment and monitoring tools were used effectively to identify improvements and concerns. The management team maintained oversight of these processes and planned actions appropriately, involving families and staff. The service worked in partnership with external professionals including the learning disability team, speech and language team (SALT) to ensure timely responses to people’s health needs. Staff undertook a range of training to help deliver evidence-based care.

The provider worked well across teams and services to support people. They made sure people only needed to tell their story once by sharing their assessment of needs when people moved between different services.

The manager and staff worked collaboratively with health and social care professionals. We saw evidence in people’s care plans the service working with commissioners, advanced nurse practitioners, social workers and advocates to support people’s health and wellbeing. We reviewed several feedback from external professionals, and they were all positive. People’s physical and emotional needs were well documented, and records clearly reflected professional involvement and outcomes.

The provider supported people to manage their health and wellbeing to maximise their independence, choice and control. Staff supported people to live healthier lives and where possible, reduce their future needs for care and support.

We saw people were encouraged to eat a balanced and nutritional diet and wherever possible were involved in menu planning, shopping and preparation of meals. We saw a menu in place, however the staff we spoke with said this was only used as guidance and people could choose what they wanted to eat or drink daily. People's healthcare needs were assessed and detailed plans of care were in place for staff to follow. Each person had a health action plan in place, which was a structured plan for people with learning disabilities to support them to stay healthy. Health files showed people were supported to attend a range of appointments including dental, podiatry and ophthalmology checks.

The provider routinely monitored people’s care and treatment to continuously improve it. They ensured that outcomes were positive and consistent, and that they met both clinical expectations and the expectations of people themselves.

There were systems in place to ensure people’s needs were identified, assessed and reviewed to ensure positive outcomes were achieved for people. Care records were reviewed regularly. Staff knew people very well and reacted quickly to changes in their health or care needs. The services supported families to feel connected and informed about people’s personal milestones. They used a digital photo frame to display a slideshow of photographs which showcased memorable moments, achievements and activities. This promoted emotional wellbeing and strengthened relationships by keeping families engaged in people’s lives.

The provider told people about their rights around consent and respected these when delivering person-centred care and treatment.

The service worked within the legal framework of the Mental Capacity Act (MCA). Mental capacity assessments were in place and Deprivation of Liberty Safeguards (DoLS) were appropriately managed. Staff sought consent from people before they offered any support, and they understood the ways in which people communicated their consent. For example, a relative told us, “My loved one tells me that the staff member supporting them to get ready in the morning always knock on the door and wait for a response. They make sure the door is closed when they have a shower and ask if they would like help.” The manager and staff consistently delivered person-centred care.