Beckly 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 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.

The culture and values of the service were clearly and consistently promoted to staff through regular supervision sessions and staff meetings. These forums provided ongoing opportunities to reinforce the service’s vision and values, ensuring that all team members understood and embraced the collective goals.

Staff we spoke with were knowledgeable about the culture being fostered within the service, and their responses aligned closely with the organisation’s stated vision and values. This shared understanding helped create a cohesive and positive working environment where everyone was motivated to deliver person-centred care.

Throughout our assessment, staff demonstrated caring and capable attitudes, reflecting their commitment to supporting people with compassion and professionalism. Overall, the service’s promotion of a clear and positive culture helped to ensure that everyone worked collaboratively towards common aims, supporting quality and consistency in care delivery.

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 consistently described the management team as approachable and genuinely supportive. The leadership was visible throughout the service, which helped create an atmosphere of openness and trust. Many highlighted the manager’s strong presence and genuine care for both staff and those using the service.

Employees expressed confidence in the registered manager’s ability to listen attentively and respond effectively to any concerns raised. This accessibility fostered a culture where staff felt comfortable discussing challenges, knowing their feedback would be valued and acted upon.

The registered manager demonstrated a balanced leadership approach, combining empathy with a clear focus on maintaining high-quality care standards. This ensured that both the welfare of staff and the needs of individuals receiving support were carefully considered and upheld. This positive leadership style promoted a motivated and confident workforce, contributing to consistent and person-centred care delivery throughout the service.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

Staff consistently reported feeling confident and empowered to speak up within the service. Several team members shared that they had already voiced their views and opinions on various aspects of care and service delivery, demonstrating a culture where open communication is actively encouraged. Staff were clear on the processes for reporting concerns and knew how to escalate issues when necessary, ensuring that any matters impacting safety or quality could be addressed promptly and effectively.

The principle of freedom to speak up was firmly embedded within the supervision framework and the wider culture of the service. Supervision sessions provided regular, structured opportunities for staff to raise concerns, share feedback, and discuss any challenges they faced. This ongoing dialogue reinforced a safe and supportive environment where staff felt their voices mattered.

We also observed tangible evidence of staff exercising their right to speak up, with actions taken in response to feedback and concerns raised. This demonstrated that the service not only encouraged open communication but actively responded to it, fostering trust and transparency.

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 recruitment process was conducted fairly and equitably, ensuring that all candidates were assessed based on their skills, experience, and suitability for the role without bias. This transparent approach promoted equal opportunities and helped build a diverse workforce reflective of the values of inclusion and respect.

Staff consistently reported that they had not experienced any form of discrimination within the service, nor had they witnessed unfair treatment of colleagues. This feedback highlights a positive workplace culture where everyone is treated with dignity and respect, regardless of their background or personal characteristics.

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 service had well-established governance and audit processes in place that effectively monitored and evaluated the quality of care and support provided. These systems supported a continuous cycle of review and improvement, ensuring that any identified issues, whether large or small, were addressed promptly and thoroughly.

Governance extended beyond internal mechanisms; provider-wide audits conducted by regional managers, as well as external audits by commissioning teams, were regularly completed and evidenced. This combination of internal and external oversight contributed to a robust, transparent, and unbiased governance framework, reinforcing accountability and high standards.

The leadership demonstrated a clear commitment to driving improvements across the service. Lessons learnt from audits and incidents were shared systematically across the provider group, fostering a culture of shared learning and proactive problem-solving. This approach aligned closely with the service’s wider values of openness, staff empowerment, and person-centred care.

Staff told us they felt the registered manager was supportive and fair and said they felt the registered manager did a 'good job.' Relatives also confirmed they felt the registered manager was approachable and supportive.

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.

There was clear and consistent evidence of effective partnership working with a wide range of health and social care professionals. The service collaborated closely with district nurses, general practitioners, chiropodists, speech and language therapists (SALTs), dieticians, epilepsy specialists, and other relevant professionals to ensure comprehensive and coordinated care for individuals. These collaborations were clearly documented in the health records, demonstrating a proactive approach to managing people’s health and wellbeing through multidisciplinary input.

This integrated working model ensured that people received timely assessments, interventions, and specialist support tailored to their individual needs, which contributed to improved health outcomes and enhanced quality of life.

Beyond health partnerships, the service actively encouraged and facilitated access to wider community resources and activities. We observed numerous examples of people engaging with local communities, participating in social events, educational opportunities, and recreational activities. This involvement not only supported social inclusion and personal development but also promoted independence and a sense of belonging.

External professionals provided feedback for the service, which was positive. One professional shared with us, “The [registered] manager has always been approachable and works well with us whenever any concerns have been raised. Immediate actions are taken to manage and mitigate risks.”

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.

The service demonstrated a strong commitment to continuous learning and improvement, supported by effective systems for sharing good practice and lessons learnt across the provider group. When incidents or challenges arose in any part of the organisation, this information was promptly and efficiently communicated to all services, ensuring that valuable insights were disseminated widely to prevent recurrence and enhance overall service quality.

We found clear evidence that new initiatives and improvements were embraced provider-wide, fostering a culture of innovation and responsiveness. This proactive approach enabled services to adapt quickly to emerging best practices, regulatory updates, and evolving needs of people using the services.

Specifically, we reviewed records showing how lessons learnt by staff at Beckly were systematically shared across the provider group. This transparent exchange of information promoted collective learning, allowing teams to reflect on experiences, refine their practices, and implement changes that improved safety, care quality, and staff competence.