Bede House

On this page

• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

People confirmed staff treated them with respect and were kind and caring. Staff knew people’s needs well and supported people to participate in activities and maintain relationships with loved ones. People were encouraged to be as independent as possible.

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.

Most partners gave positive feedback about care staff. Health professionals described the care staff as kind and compassionate.

Staff were kind and caring when interacting with people. For example, staff were considerate and very attentive when supporting a person to settle in their comfy chair. They chatted throughout and made sure the person had everything they needed, such as their crocheted blanket. Staff chatted about crocheting as this was what interested the person.

People and relatives told us staff were kind and caring. They also confirmed they were treated with dignity. A person said, “I am happy with the care I receive, some of the staff are very kind.” Another person told us, “Staff do look after me well.” A relative said, “All the staff are friendly and when the family have visited, mum has never been sat on her own. She has always had somebody with her keeping her company and talking to her to help her settle in.”

Staff described the approaches they used to ensure people were treated with kindness, compassion and dignity. One staff member said they would do this by, “Knocking on the door to greet people and let them see your face. Explain everything you want to do and ask them for permission. I always have their consent and always treat people how you would want to be treated yourself.” Other examples included closing curtains when supporting with personal care and promoting independence.

On admission to Bede House, people could discuss any specific needs they had, as part of a spiritual assessment. The information was used to develop a spiritual care plan. Each person also had a communication care plan. Some care plans required more detailed information about people's likes and dislikes.

Staff were attentive to people’s needs. For example, at lunchtime they ensured people were given choices and assisted people, where appropriate, to have an enjoyable lunch.

People gave positive feedback about how staff treated them as an individual. They gave examples of how they were supported to do things which were important to them. This included going shopping and attending church. One person said, “There is a coffee morning at the church across the road, which I have been to and enjoyed.”

Staff were focused on treating people as individuals. A staff member told us, “We have to be good at being person-centred. We have one person who likes a charity shop and another who likes the garden centre.” Another staff member said, “I go off their [people’s] preferences and how they like their personal care.”

Staff supported people to do as much for themselves as possible. During lunch, most people were eating without assistance, however staff were on hand to support and encourage.

Staff supported people to be as independent as possible. A staff member said, “We promote independence, we offer people to do as much as they can. We don’t take that away from them.”

Staff supported people to be as independent as possible. A person said, “Staff do meet my needs but I am more than capable. If I can do it I will, however if I have a bad day staff encourage me.”

Staff supported people to participate in activities. This included cake making, games, arts and crafts and entertainers. The provider had links with the local community to facilitate activities, such as the local school and a gardening project.

Staff responded quickly when people needed help. During lunch, staff responded immediately and without question to people’s requests for smaller portions and offered alternatives where people had changed their mind.

Staff responded quickly when people needed support. A person commented, “I do have a call bell. I used the call bell last night, staff came quickly.” A relative said, “[Care staff] anticipate [family member’s] needs very well, they talk to and include [family member].”

Staff described how the registered manager had improved communication systems. Which meant they were more responsive to people’s needs. A staff member commented, “We have a communication book and handovers. If I was off I would read back over, and the nursing and carers have good communication.”

Staff had regular one to one supervision sessions with their manager. This provided opportunities for self-reflection, identifying areas for development and sharing information about best practice or changes to procedures.

Most staff felt supported and found the registered manager approachable. A staff member told us, “[Registered manager] is very supportive. She is always honest and supportive. She will work shifts and is always there if you need her.”