Beacon 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

As part of this assessment, we looked at 7 quality statements for the key question of well-led. These were 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 and learning, improvement and innovation. Staff had a good understanding of equality, diversity, and human rights, and they provided safe and compassionate care. The management team understood the key principles and focus of the service, based on the organisation’s values. There was an open, honest and transparent culture, and staff we spoke with were confident their voices would be heard. There was an organisational commitment to ensure there was equality and inclusion across the workforce. Quality assurance systems identified areas that needed further development. The management and staff teams worked in partnership with key organisations to support high quality care. There were processes in place to ensure that learning happened when things went wrong, and best practice guidance was sought and shared.

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.

Staff were positive about the service and told us they enjoyed working at Beacon House. They felt they were well trained and supported and were committed to the care and development of the people who lived at the service. One staff member told us, “The manager is brilliant. Really supportive both on a personal and professional level.” Another member of staff commented, “We are lucky to have such a fantastic manager. They will come and help us on the floor if we need it. They don’t ask us to do anything they wouldn’t do. We are lucky.”

Staff were required to complete an equal opportunity form when they first commenced their employment. This was based on equality and diversity whilst highlighting people’s own protected characteristics and cultural backgrounds. Staff received training that included equality, diversity and human rights training, and had supervision and annual appraisals. The support systems in place fully enabled staff to progress within their roles, and to achieve their full potential. There were various forums where staff could give their views about the service such as staff meetings, daily handover meetings and 1-1 meetings with a line manager.

The management team had the experience and capability to ensure the smooth running of the service and to ensure risks were well managed. The registered manager was trained in completing the Continuing Healthcare checklist and completing Fast Track applications when needed to ensure people received appropriate funding to support their care needs more swiftly. Risk assessments addressed people's diverse needs. For example, people's specific needs around dementia and diabetes. Risk management plans were proportionate and centred around the needs of the person. They were regularly reviewed with other health care professionals, and they took note of equality and human rights legislation. All staff were given opportunities for career development and where necessary provided with additional training to support their development. Champion roles had been developed so that individuals had been able to develop a particular work interest, further their skills through training and cascade to other staff members. This had proven to be beneficial to the well-being of people using the service. Staff achievements were recognised and acknowledged by the management team. For example, staff were given vouchers each Christmas as a thank you for their hard work and dedication. Following an employee’s probationary period staff were signed on to a Simply Health Plan where they had access to support and counselling services, were able to claim expenses for various health services including dentistry, sight test and glasses, private healthcare services and prescription costs. Long service awards were given after 5 years and each following 5 years of service. The provider supported staff to complete a NVQ in Health and Social Care.

Staff said the management team at Beacon House were very supportive and actively sought and acted on the views of people. One staff member commented, “We are so lucky to have such understanding and supportive managers.” Another staff member told us, “I feel valued and part of the team. I feel I can raise ideas or any concerns and I will be listened to. The culture here is caring and supportive. I wouldn’t want to work anywhere else.”

Staff also had access to ‘SPEAK UP’ information via the whistleblowing policy and we saw it was discussed in group staff and individual 1-1 meetings. Surveys were sent out to people and staff so that they could share their views on the organisation or raise any concerns. The providers head office was based at Beacon House and staff were aware that the management team had an open-door policy. Safeguarding posters were displayed around the service which provided contact details for CQC and Bedford Borough Safeguarding Team.

All staff we spoke with told us they were encouraged to speak up and this was always discussed in team meetings. One member of staff said, “The manager is very approachable, and I would have no hesitation going to them to raise any concerns. You are not made to feel uncomfortable to raise anything.”

The service had an open culture where staff had opportunities to share information. One staff member told us, "We are valued and we are listened to.” The registered manager told us that they employed many staff from different cultures and this had improved the diversity of the service for both staff and people living at Beacon House. There was flexibility for staff to adopt their own dress code relevant to their religious way of life. The rota was managed to help support staff with childcare issues, religious holidays and attending support groups. Reasonable adjustment to some roles had been made allowing staff to better fulfil their duties. For example, 1 staff member experienced a physical injury outside of work. They were given time and adjustments to their role and a phased return to work.

Staff completed surveys so they could give their views about the service. We saw from the minutes of the staff meetings they were fully informed of what was happening in the service and any incidents were shared for lessons learnt. There was a strong organisational commitment and effective action to ensure there was equality and inclusion across the workforce. Policies and procedures were in place to ensure a fair approach was adopted in relation to recruitment, to staff development and avenues for promotion. This had resulted in a diverse culture within the home. Extra breaks could be provided for staff who experienced instability in their blood sugar levels and there were also helpline numbers available for staff who may wish to make use of those services.

Improvements had been made to the quality monitoring systems to ensure areas for improvement were identified and addressed swiftly. We found a robust auditing system. This included regular internal audits in areas such as accidents and incidents, risk management plans, staff training, staff supervision, reviews of people's goals and recruitment records. Any areas identified for improvement had action plans put in place with timescales for completion. We saw the actions identified had been completed within the timeframes. Best practice was shared throughout the team, identifying what had worked well for each person, or what had not worked well.

Effective communication systems were in place to ensure staff were kept up to date with any changes to people's care and support systems to staff. One staff member commented, “Communication is excellent. We have handover meetings every shift, so we know straight away about any changes.” The management team were committed to improving the service they provided and had introduced a number of initiatives to help make improvements. These included introducing champions within the care team for a variety of relevant subjects such as dementia, wound care, medication, continence, dignity, falls and food and fluid.

The service was transparent, collaborative, and worked in partnership with key organisations to support care provision, service development and joined-up care. For example, the provider had good working relationships with people’s GP. The GP held a weekly ward round with nursing staff where they identified any concerns or need for review. The service worked with a local pharmacy to provide medication who could liaise between the GP practice and Beacon House ensuring a swift delivery of any prescribed medication. The Complex Care Team called the service daily and would visit if anyone was experiencing acute illness. The nurses also liaised with the GP and Palliative Care Team for anyone on the gold standard framework register (This is for people who require palliative or end of life care). We also saw that nurses made referrals to speech and language therapists, dietitians, dementia specialist teams, physiotherapists, and occupational therapists where that support was needed. If a person had a complex or difficult to treat pressure ulcer the nurses liaised with the Tissue Viability Nurse to ensure best practice was being followed. When necessary, nurses would liaise with the Diabetic Nurse, Parkinson’s Nurse and Enteral feeding (a feeding tube to supply nutrients and fluids to the body) Nurse. All these specialists had provided training for staff to enhance their knowledge and practice. The Dietetic services provided a Food First audit annually. They had also provided training to staff to ensure modified food was nutritious and well-presented. This training has assisted staff in understanding swallowing issues people may experience and how they could best support people with eating and drinking. A ‘My Mouth Matters’ NHS led pilot scheme have provided staff with training on oral health assessments, oral care and access to dental services when required.

The registered manager told us how the service was involved in the local communities. This included the local church and school. They were supportive of other services and involved in networking to promote best practice and share initiatives.

The service worked in partnership with key organisations and agencies to support people's care provision and transform service development. For example, health professionals with expertise in wound care. Best practice was shared throughout the team, identifying what had worked well for each person, or what had not worked well.

We received positive feedback from health professionals involved in people’s care provided by Beacon House. One informed us, “As colleagues I have found them to be knowledgeable, and I feel confident in their assessments of their residents’ health conditions. They also have demonstrated time and time again that they communicate effectively with residents and their family members, and are a reliable link between the families and our practice. They also follow through with plans made by the GP at ward rounds and by the secondary/hospital care teams."

The provider was committed to improving the service they provided and had introduced a number of initiatives to help make improvements. Nominated staff took on ‘Champion’ roles, they researched good practice, attended training and meetings with other champions and cascaded their learning to the whole of the staff team. There was a focus and importance placed on ensuring staff had the skills to do their jobs well with opportunities for continued learning and development linked to the needs of people. Supervisions and team meetings were used to openly discuss training needs and further training would be accessed if staff felt they needed it, which in turn better supported safe and effective practice.

There were processes in place to ensure that learning happened when things went wrong, and best practice guidance was sought and shared. A staff member told us, “We discuss any accidents or incidents in our team meetings and what we can learn from them. We are kept up to date and well informed about things. We are always learning new and better ways to do things.” The registered manager told us they ensured information from audits, complaints, feedback, care plan reviews and accidents and incidents were used to inform changes and improvements to the quality of care people received.