Beechwood House

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

Well-led – this means we looked for evidence that service leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture. At the last inspection we rated this key question requires improvement. At this assessment the rating has changed to good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred 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 provider had a shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities. The staff team consistently strived to ensure the service put people first. A person said, “We really know staff are working to give us the best possible care and support.”

The registered manager actively promoted an inclusive, respectful and person-centred approach to delivering care. They had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty. Staff understood the context in which they delivered care, treatment and support and embodied the person-centred culture and values of the organisation. Staff told us the registered manager was approachable and really encouraged them to go the extra mile. A staff member said, “The manager is always there for the people and goes to extra mile to make sure they get person centred care.”

The registered manager fostered a positive culture where people felt they could speak up and their voice would be heard. People, relatives and staff felt confident to raise concerns with them and felt these would be listened to and acted upon.

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them. The provider and management team ensured they followed best practices guidance.

The provider had clear responsibilities, roles, systems of accountability and good governance. The registered manager used these to manage and deliver good quality, sustainable care, treatment and support. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate. At the last inspection the governance arrangements had needed to be improved and since then the provider had strengthened these. Audits were routinely completed and readily identified any issues, which staff then resolved.

Staff clearly understood and carried out their duty to collaborate and work in partnership, and services worked seamlessly for people. They always share information and learning with partners and collaborate for improvement. The staff team worked closely with local authority teams and other services to ensure people could access the resources they needed.

The registered manager focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people. Staff were actively encouraged to work with people in ways which aimed to improve outcomes for them and allow each individual to experience a good quality of life.