The Beeches Care Home

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 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 newly registeredservice. This key question has been ratedgood.This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

We have not awarded this service a score for Well-led.

Find out about when we will not publish a key question score and what we look at when we assess Well-led.

The provider had a shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities. The provider had a clear vision and set of valued based on a culture of ‘family first’. The provider was committed to promoting an inclusive, compassionate and collaborative culture which respected the identity, dignity and unique contributions of every individual who lived, worked or visited the care home. We were assured these values were supported and implemented by the local management team.

The provider had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty. The registered manager and the management team were knowledgeable about the needs of people and the organisation of the care home. They were professional in their interactions with the inspection team and with people. The management team provided timely response to our requests for additional information and analysis. A member of staff told us, "I really enjoy working at The Beeches Care Home and there is always support if needed." The registered manager told us, "I have an open-door policy for staff and they are aware I can be contacted whenever they need me. They all have my personal number and they use it very often. I am available on-call and have worked night shifts to cover to make the home safe."

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The provider confirmed they had a whistle-blowing policy in place and members of staff were able to talk to the management team and provider about any concerns they had. A member of staff told us, “There is an open office and [the management team] are very willing to talk to staff.”

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 an equality, diversity and inclusion policy in place and they valued diversity in the workforce. There were no concerns raised about diversity or inclusion in the service.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate. There was a comprehensive system of checks, reviews and audits completed by the management team and the provider. This ensured good oversight and governance of the service. We saw evidence of regular communication between the local management team and the provider which focussed on achieving and improving quality outcomes for people.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement. The management team worked well with local health and care professionals to ensure outcomes for people were monitored, reviewed and improved. There were good links with the local community and the staff team supported people to access a range of activities, trips and outings.

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. Learning and improvement were a key focus in the monthly performance meetings between the provider and the registered manager. The registered manager supported staff to be creative in their approach to activities and sessions. We saw evidence of good examples of how activities were supported and delivered in a creative way including visits from a ventriloquist and a local indie band playing their new song which related to families’ experiences of people going to live in a care home. Appropriate consent was given for people and members of staff to be involved in filming of the video to go along with the song.