Betamindes Limited

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 service leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture.

At our last assessment we rated this key question good. At this assessment the rating has remained 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. Staff told us managers were approachable and supported an open and honest environment. People spoke positively about the team and described the culture as friendly and respectful. Staff said they received newsletters and updates which helped them feel involved and informed.

The provider had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty. Staff told us managers were visible, responsive and willing to discuss any concerns. We saw examples where managers reviewed risks raised by staff and took appropriate action.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. People told us they knew how to raise concerns if needed and felt confident the provider would respond. Staff said they felt comfortable approaching managers and had used the office feedback box or spoken directly to the office when they needed to. They said issues raised were 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. Policies promoted equality and fairness, and staff told us they were encouraged to share their views in meetings. Staff said differences were respected within the team and everyone was treated fairly. Managers took steps to support staff wellbeing, including recently increasing pay and offering regular supervision meetings.

The provider had clear responsibilities, roles, systems of accountability and good governance. They 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. The provider had systems in place to monitor quality and safety. We saw audits of care plans, risk assessments and medication records, and staff told us managers reviewed concerns and acted on them.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement. The provider worked in partnership with external agencies to support people’s care. Staff described good communication with health professionals, especially when people’s needs changed. The provider had links with community groups and worked with local organisations.

The provider 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. They actively contributed to safe, effective practice and research. Staff told us incidents and concerns were discussed openly, and managers shared learning to improve practice. The introduction of digital systems reduced paper use and supported more efficient record‑keeping. Staff said management were receptive to feedback and made changes when improvements were needed.