Archived: Beauchamp Court

We found the following examples of good practice.

The registered manager had built up a stable and consistent staffing team which meant that they had not needed to rely on using staff from an agency. The provider had rewarded and valued the staff team, which had contributed to the service being able to retain their staff.

Visitors to the home were encouraged and a separate entrance was used during the pandemic to reduce their need to walk through communal areas of the home. The provider had created an inviting visiting lounge within the conservatory. Ceiling blinds had been installed to make it feel warm and homely. There were comfortable chairs, pictures and soft lighting.

Measures had been taken to adapt the environment during the pandemic, to minimise the likelihood of infection outbreaks. They had replaced real flower arrangements with artificial which could be spray cleaned, and fabric tablecloths and napkins had been replaced with disposable types.

Beauchamp Court accommodates a maximum of 19 older people in one adapted building. There were 18 people living at the home at the time of our inspection, most of whom were living with dementia.

The inspection took place on 16 May 2018 and was unannounced.

There was a registered manager in post. A registered manager is a person who has registered with the CQC to manage the service. Like registered providers, they are ‘registered persons’. Registered persons have legal responsibility for meeting the requirements in the Health and Social Care Act and associated Regulations about how the service is run.

People felt safe living at the home and when staff provided their care. Staff managed any risks involved in people’s care as safely as possible while supporting their independence. There were enough staff on each shift to keep people safe and meet their needs. People were protected by the provider’s recruitment procedures. Staff understood safeguarding procedures and were aware of their responsibilities should they suspect abuse was taking place.

Fire and health and safety checks were carried out regularly to keep the premises and equipment safe for use. There were plans in place to ensure people would continue to receive their care in the event of an emergency. People’s medicines were managed safely. Staff kept the home clean and maintained appropriate standards of infection control.

People’s needs had been assessed before they moved into the home and were kept under review. Staff had the knowledge and skills they needed to provide effective care. They attended mandatory training during their induction and refresher training at regular intervals. Staff had access to further training relevant to people's needs and opportunities to discuss the support they needed.

People’s healthcare needs were monitored effectively and people were supported to obtain treatment if they needed it. Referrals were made to healthcare professionals if staff identified concerns about people’s health or well-being. Any guidance about people’s care issued by healthcare professionals was implemented and recorded in people’s care plans.

People usually enjoyed the food provided and were involved in developing the menu. People’s feedback about meals and mealtimes was encouraged and their suggestions were implemented. People’s nutritional needs had been assessed and were known by staff. The registered manager and staff had implemented measures that had improved the support people received to maintain adequate hydration.

Staff were kind and caring staff. People told us they knew staff well and enjoyed their company. Staff supported people to maintain relationships with their friends and families. People said staff treated them with respect and maintained their privacy and dignity. Staff encouraged and supported people to remain as independent as possible.

Care plans had been developed which detailed the support people required and how they preferred their care to be provided. People said staff understood and respected their choices about their care. Staff responded appropriately if people’s needs changed. This included seeking advice from specialist healthcare professionals where necessary.

People had access to a range of activities in the home and opportunities to go out. People who wished to remain active in their local community were supported to do so.

People were given information about how to complain and felt able to raise concerns if they were dissatisfied. The registered manager had created an inclusive culture and encouraged the contributions of all those involved with the home in improving the quality of care people received.

Relatives and staff told us the registered manager provided good leadership and had driven improvements at the home since taking up their post. Staff said the registered manager was supportive and valued them for the work they did.

The provider had effective systems of quality monitoring and improvement. Key areas of the service were audited regularly to ensure appropriate standards were maintained. Where shortfalls were identified through the quality monitoring process, action had been taken to address them.

The registered manager had established effective links with health and social care professionals to share information and to ensure staff adopted best practice. The standard of record-keeping was good and the registered manager understood their responsibilities in terms of reporting notifiable events.