Beauchamp Court

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

The provider championed an inclusive and positive culture of continuous improvement. Staff supported people in a person-centred way. Leaders supported staff and collaborated with partners to deliver care that was safe, integrated, person-centred and sustainable, and to reduce inequalities. The home had a supportive, empowering, and inclusive culture where equality and diversity of the people receiving care, as well as the staff team was respected and celebrated. Leaders were exceptionally approachable, supportive and visible, and worked in an open and transparent way. The management of the service had a good understanding of their responsibilities and maintained oversight of the care provision.

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 and the registered manager shared the values of the home and dedication to providing good care. One staff member told us, “I love the building, it’s lovely and homely. It’s not too clinical – it’s like a big family home. I just love coming here for my shift. I love the atmosphere here. If there is anything wrong I don’t feel uncomfortable reporting anything.”

The registered manager ensured all staff understood the values of the home. New staff received training in the core values of the home as part of their induction. These values and philosophy were also raised as a reminder in a variety of meetings including regular staff meetings. A visiting professional described the home as a nice place to be where people appeared happy and staff promoted a friendly atmosphere.

All staff provided positive feedback about the registered manager and the leadership in the home. The registered manager was new to the home since our last inspection. When speaking of the newly appointed registered manager staff told us, “It feels calmer and as though the home is happier since he came and more supportive. You need that type of person who we all feel is listening to everyone, especially the residents. That’s what all the staff want to make it a happy home.”; “You can talk to registered manager about anything – if I had something personal I don’t feel uncomfortable around him. He’s very professional, he’s a lovely man, he’s always there to help with everything especially the tablets and the new system when we are struggling.” And “Oh he’s (registered manager) so nice, a gentle man, he likes everybody and works with us every day. He’s a hard working guy, he is so good.”

The registered manager was visible in the home and knew people well on a personal basis. Relatives and visiting professionals also knew him well. Relatives confirmed this open, transparent, available approach of the registered manager. Relatives told us, “I’m very close to [Registered Manager] and I’m sure he would tell me anything and report what he had to.”; “The manager is always around and walking around the home. He often welcomes us at the door when we visit.”

Staff told us how confident they were to speak up if they had any concerns and were also confident action would be taken. Staff members told us, “[Registered Manager] is such a knowledgeable and supportive manager. You can approach him without feeling uncomfortable. We have a good team-work relationships. We’ve had a few managers here so its really nice to find [Registered Manager]. It means if we have a problem it doesn’t feel on our shoulders.”; “Any one of the staffing team are welcomed by the owner and manager to put forward new ideas or raise any concerns.” And “I would definitely have no problem voicing my idea and I know I would be listened to.”

There were clear policies in place for staff to refer to relating to whistleblowing and raising concerns. These detailed what action would be taken and assured staff all concerns would be addressed and taken seriously.

Staff provided feedback when speaking about how they feel valued by the management team and the provider. Staff said, “[Registered manager] is very fair with all the staff and accommodates us as far as he can. [The provider] are a good employer, that’s why I’ve been here so long. A lot of the staff have. It’s like a second home for us.” And “I feel very valued and [registered manager] always makes sure he thanks us when we have done a good job.”

There were various policies that covered equality and diversity, alongside staff training and these were evidently being implemented in the home by the staff and the registered manager.

Staff were involved with all monitoring and governance. This was shared in regular meetings and handovers. For example, any changes in people’s health needs or risks were shared with the whole team in meetings, through messages and updates of people’s individual care plans. The registered manager had implemented new governance systems in the home since the last inspection and they knew their individual responsibilities.

The registered manager had improved the governance systems since our last inspection. Audits and checks were carried out to ensure health and safety and care records were up to date and with relevant information. Other checks were completed in relation to staff practise and the general standard of care provided to people. There was an ongoing improvement plan which included actions identified during audits. Electronic systems had been introduced since the last inspection to improve the oversight of performance within the home. However, the medicine audit had failed to identify the concerns found at the on-site assessment.

People and their relatives told us staff and the registered manager worked well with partners. The regular visits from the GP were also mentioned.

Staff and the registered manager spoke positively about working relationships they had made with health and social care professionals. The registered manager also detailed a contact he had made with a local school to organise visits to the care home in the near future.

We saw evidence of positive feedback from partners in relation to how engaged the staff and registered manager are. We saw good feedback as to how staff encouraged these working partnerships as well as partnerships with volunteers.

People’s care records and clinical records had details of health and social care professionals who the home were having successful partnership working relationships with. The registered manager was keen to work with all relevant health professionals to ensure a good level of care.

The registered manager was driving improvement in the home. This included an improvement plan to include building works to ensure the home continued to improve. There was a new electronic care planning system that had been introduced and a plan for an electronic medicine administration and management system to be introduced also. Relationships were being built with the local community so more visits and activities could be arranged. There was already a live performer who attended the home and dog therapy. The registered manager was organising visits with a local school for the near future. There was no regular use of agency staff as a lot of the permanent staff were reliable, happy in their role and there were a lot of additional staff to cover annual leave and sickness.

The registered manager had effective audits in relation to a variety of areas of the home. When it was identified one medicine audit had not found the concerns we found at the on-site assessment these were addressed immediately. A plan was put in place to ensure the concerns would not occur again and an ongoing action plan addressed all relevant checks and actions from the audit completed immediately after our on-site assessment.