Beau 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 received kind and compassionate care from staff who used positive, respectful language which people understood and responded well to. Staff saw people as their equal and created an inclusive atmosphere. People felt valued by staff who showed genuine interest in their well-being and quality of life.

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.

Everyone we spoke with told us staff always treated them with respect and ensured their privacy and dignity. Comments included "The manager is good. They want what is best for [Person]" and "The staff are nice and accommodating."

The registered manager worked well with people and staff to ensure kindness and compassion was an integral part of life at Beau House. We did not receive any feedback from external health and social care professionals, however records seen indicate there were no concerns in this area.

We observed staff supporting people in line with their individual needs and wishes. We observed staff to be meticulous in knocking and waiting for permission before entering people’s room, and only discussing personal matters in private. Interactions between staff and people were kind and compassionate.

People felt listened to and valued by staff. People were given time to listen, process information and respond to staff and other professionals. Staff supported people to express their views using their preferred method of communication. People, and those important to them, took part in making decisions and planning of their care and risk assessments

Staff understood the importance of treating people as individuals with their own specific needs and wishes. For example, they knew the type of activities that different people enjoyed and also their preferences. A member of staff said, "I like to think we know the supported individuals really well here. This helps us to ensure we can truly meet their needs. This could be around their interests and hobbies, or cultural and religious beliefs."

People received kind and compassionate care from staff who used positive, respectful language which people understood and responded well to. Staff were patient and used appropriate styles of interaction with people.

People’s care plans were up to date, personalised and contained information about their individual needs and preferences.

People said staff supported them to maintain their independence and do as much for themselves as they were able to do so safely. We also saw staff supported people to maintain their independent living skills. People were supported to understand their rights and explore meaningful relationships.

The managers and staff understood people they supported should be able to make informed choices about how they lived their lives and decide what care staff provided them.

We observed many good quality interactions between people and staff, demonstrating staff knew people well and were responsive to their needs and preferences.

Care and support records contained information about people’s support needs and their level of independence. The providers recruitment processes considered people’s choices. For example, interview questions were focused around the needs of people who lived at Beau House. This meant their voices were heard and encouraged. Staff used person-centred planning tools and approaches to discuss and plan with people how to reach their goals and aspirations. Staff supported people through recognised models of care and support for people with a learning disability or autistic people.

People told us staff helped them access external health care services and support when they needed it including any immediate needs.

Staff demonstrated a good awareness of people’s health and medical needs and how they would respond to these to prevent them from becoming unwell.

People were supported to stay healthy and well. Care plans detailed people’s health care needs and conditions, and the action staff needed to take to keep them fit and well.

Staff told us the managers fostered a positive work environment and looked out for their wellbeing.

Team and individual meetings were used to discuss how staff were feeling at work and if there was anything the provider or manager could do to support them further.