Beacon 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

Caring – this means we looked for evidence that the provider involved people and treated them with compassion, kindness, dignity and respect.

At our last assessment we rated this key question requires improvement. At this assessment the rating has changed to good. This meant people were supported and treated with dignity and respect; and involved as partners in their care.

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.

The registered manager always treated people with kindness, empathy and compassion and respected their privacy and dignity. We saw staff treated people with dignity and respect. People had their own rooms which they could personalise, from support plans we saw people were supported to have privacy. Staff respected people’s personal space, for example they waited to be invited into people’s rooms and did not just enter.

The registered manager treated people as individuals and made sure people’s care, support and treatment met people’s needs and preferences. They took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics. From support plans we saw people were treated as individuals and encouraged by staff to follow their own interests including activities they enjoyed in the community. Cultural needs were also considered and where 1 person had dietary preferences, these were respected.

The registered manager promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing. Each person had individual activities planned with them to ensure they could follow their interests and hobbies, and their well-being was considered. Where people had specific communication needs there were plans in place that explicitly explained their style of communication. This meant staff had the relevant information to support people in a way they understood. People were supported to maintain relationships and networks outside of the service that were important to them.

The registered manager listened to and understood people’s needs, views and wishes. Staff responded to people’s needs in the moment and acted to minimise any discomfort, concern or distress. Staff were alert to people’s needs and took time to observe, communicate and engage with people about their immediate needs. Staff knew people well and were able to anticipate needs to avoid preventable discomfort or distress.

The registered manager cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care. Staff were provided opportunities to discuss their work, training and how they supported people during supervisions and staff meetings. Staff told us they felt listened too and that their opinions mattered. The provider sent out staff surveys to gain feedback from their workforce. The registered manager was supported with human resources and policies to provide support to staff and there was an independent staff assistance program.