Beech 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

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 good. At this assessment the rating has remained good. 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 71 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The team at Beech House Care Home shared a strong caring culture which helped to create a warm and welcoming environment which was in line with the provider’s aims. We saw staff engage in multiple warm, caring and genuine interactions with people and their relatives which were respectful of people as individuals.

The provider had acted promptly to implement a new management team following recent changes and understood the impact these had on staff and their wellbeing. The new management team were keen to support the staff team and were actively working to get to know staff whilst making immediate improvements within the service.

The provider was keen to drive improvements in the service through the implementation of a new management team and significant investment into the service. The new management team shared these values and had already started to implement positive changes in the short time they had been in post, actively demonstrating their skills, knowledge and ability to lead effectively.

The provider and new management team understood staff had not felt supported recently and were working to provide regular support to staff going forward. For example, with regular supervision, team meetings and a new rota detailing which manager was available to be contacted for support out of hours.

The provider fostered a positive culture where people felt they could speak up, and their voice would be heard. People and their relatives provided positive feedback about the approachability of staff. Relatives told us they had not need to make any complaints but were confident they could raise any issues with staff.

A whistleblowing policy was in place and understood by staff. Staff told us they were confident any concerns they raised would be fully acted upon.

The provider considered diversity within their workforce to be a positive attribute They worked towards an inclusive and fair culture.

Staff told us all staff were treated with respect and treated equally. Staff were also trained in equality and diversity.

The provider had a comprehensive range of quality assurance systems for monitoring the service including analysing data. However, not all audits had been completed in line with the providers quality monitoring schedule. This meant although the provider was aware of shortfalls, action to start addressing them could have been taken sooner.

The new management team promptly started using the provider’s governance systems to understand issues within the service and were implementing new audits to help ensure shortfalls were able to be identified and in a timely manner. Though changes needed to be embedded and we were unable to assess the effectiveness or sustainability of these changes at this assessment.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. Staff worked closely with local services to ensure people received the support they needed, records confirmed this.

The service was integrated within the local community which supported people to attend local events.

The provider focused on continuous learning and improvement across the organisation and local system. They attended local support meetings, shared information and learning with partners and collaborated for improvement.

The provider analysed data from the service to identify any patterns and trends to learn and improve the safety of the service for people who used it. Changes made to people’s care were communicated to staff during handover.