Beeches Retirement Hotel

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 service has had a change in owner and registered manager in the past few months. There had been a turnover of staff and this had taken time to settle. Everyone spoke well of the new management team who shared a common aim of improvement which was clearly documented in the service improvement plan. There remained however several areas where improvement was needed and new processes need time to embed in the service culture. For example, auditing processes needed updating and reviewing to include training, care plans and risk assessments. A schedule of staff supervisions and team meetings and a means of securing regular feedback from people, relatives and staff needed to implemented. A means of learning lessons when things went wrong needed to be developed and embedded as a usual way of working.

This service scored 57 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The registered manager had been in position for 4 months at the time of the assessment. The registered manager told us they were aware of the areas where improvement was needed and shared with us the service improvement plan. Improvements had been categorised depending on the urgency of the changes needed. For example it was identified that the medicines trolley needed cleaning and this had been immediately addressed. Care plans and risk assessments needed updating and a system in place to regularly review. This work had started but needed time to embed. A deputy manager was in place. Staff told us they were confident that the registered manager and deputy would improve the service but that it would take time for all the changes to be made.

The service improvement plan prioritised the care and support of people and the welfare of staff. Reviewing risk and making sure all staff knew how to safely support people was at the centre of the plan. Schedules for regular team meetings and staff supervision meetings, to give staff the opportunity to contribute to the development and culture of the service, had been drawn up but again needed time to embed.

Staff told us that the new registered manager and deputy were approachable and supportive. Comments from staff included, “We can raise issues if any changes are needed,” “Manager, deputy and seniors are all approachable. The new managers are settling in slowly” and “I can raise issues and concerns though and they are generally responsive.” More regular staff meetings were required and were being planned.

Equality and diversity policies were in place however they were in need of a review as had not been updated for some time. The registered manager had not yet put in place regular supervision meetings or an opportunity for staff to discuss welfare concerns. Staff were supported each day by supervisors and team leaders as well as the new managers. Senior staff were visible and approachable and as the service was small staff had opportunities to speak with and get advice from senior staff each day.

Staff told us that managers did listen to any concerns or issues that they raised. They told us they were confident to speak up and were aware of the whistleblowing policy and process. They would use the whistleblowing process if they needed to. Staff also said that they would like more team meetings and more regular supervision meetings.

A residents meeting was held when the new registered manager arrived and this was welcomed by people. Similarly, a staff meeting was held about the same time. A second rsident's meeting had been held and the registered manager was aware of the importance of scheduling meetings to enable people and staff to speak up and report on what is going well and what needs improving.

The registered manager was committed to maintaining a living and working environment that promoted cultural and religious equality. There had been a recent incident where some members of staff had been made to feel uncomfortable and the registered manager immediately intervened and reassured staff that any unacceptable behaviour would not be tolerated.

Despite care plans needing updating each plan did consider people’s religious and cultural needs. Some people were supported in taking part in religious observance at the service with for example, local leaders attending to hold services. Some care plans gave details of end of life arrangements and support groups to contact to ensure people’s wishes were fulfilled.

The registered manager acknowledged there were gaps in auditing processes. There had been a recent medicines audit but other areas for example, training, care plans, kitchen and staff files had not been audited or reviewed for at least 2 years. Improvements to auditing formed part of the service improvement plan and steps had already been taken but again, needed time to embed as regular practice.

The registered manager took responsibility for the oversight of auditing processes and had scheduled an improvement plan. Medicines had been audited and there had been some analysis around accidents and incidents but there was more work to do before a thorough and regular auditing process was fully implemented.

People’s health and social care needs were met at the service. If people needed support from other professionals then the service would make arrangements for them for example, GP, dentist, nutritionists. Relatives told us their loved ones received the support they needed. They told us the service felt homely and that their loved ones felt part of the local community.

The registered manager told us of positive working relationships with statutory and community partners. The service had been chosen to be part of a virtual ward round project which was designed to bring advice and support from hospital professionals directly into the service. The registered manager told us that they were receiving support from the local authority with their improvement plan and they were aware of the support available through registered managers forums.

Professionals we spoke with were similarly aware of the changes in management and staff at the service and the current challenges facing the service. Professionals told us of working relationships that had improved recently one saying, “I am contacting the home weekly and we have a good relationship now.” Local authority partners reported the registered manager was responsive and demonstrated a willingness to get the service back on track and to ensure the safety of people at all times.

Care plans did contain details of key contacts for people. These included family or advocates and other professionals that had or would be able to, support them if needed. This meant that appointments could be easily made and that any transition to other services or temporary stays in hospital, the key information would travel with the person. The registered manager was in the process of re-introducing a ‘key worker’ system. This involved a named member of staff having primary responsibility for a named person and therefore improving the support provided.

Staff told us that they received updates about people and changes to their support needs through shift handover meetings and via a staff WhatsApp group. Although there were no formal sessions following accidents and incidents, the information was captured and recorded and the registered manager was developing a process for effective sharing of learning.

The service improvement plan was a recognition from the registered manager of areas that needed improving. Systems and processes needed refreshing and reviewing to ensure they were fit for purpose. This was part of the learning process and although time was needed to embed this work, the plans were in place and support was being provided.