128 Beech Hill

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.

This is the first assessment for the service under the new provider. This key question has been rated 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 consistently demonstrated the provider’s values through a person-centred approach, open and transparent communication, and a focus on enabling people to live the lives they want. Staff described the team as proactive enablers, compassionate, and empathetic in supporting individuals.

The registered manager actively promoted and maintained this culture. They received good operational support, and said the area manager was visible, supportive, and empowering within the service. Staff felt encouraged to contribute to decision-making, and there was a strong sense of teamwork and shared purpose, reflecting a culture of high expectations, respect, and continuous improvement.

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.

The registered manager had a strong knowledge of regulations, safeguarding, equality, and best practice guidance and demonstrated effective, compassionate leadership. They were knowledgeable about the context in which care was delivered, including the provider’s policies and processes, and demonstrated a strong commitment to supporting people and improving their quality of life. Staff described the registered manager as supportive, approachable, and highly respected. We saw positive and respectful interactions between the manager, staff, and people living at the service. People were comfortable and at ease in their presence.

The provider fostered a positive and open culture where people felt able to speak up and be heard. Policies and procedures were in place to enable people, staff, and visitors to provide feedback about their experiences, including options to raise concerns anonymously or with independent support, such as advocacy services, families, or wider networks. Staff were aware of whistleblowing procedures and demonstrated good knowledge of how to use them appropriately. They were also knowledgeable about raising concerns with partner agencies and were encouraged to share ideas and reflect on practice through team meetings and supervision. The provider promoted openness and learning, using feedback to drive ongoing improvements within the service.

The provider valued diversity in their workforce and promoted an inclusive and fair culture, supporting equality and equity for all staff. Policies and procedures reflected relevant legislation and best practice guidance and underpinned recruitment processes that ensured equal opportunities for all applicants.

Staff reported that their individuality was respected, and they felt supported, valued, and treated fairly within the organisation. They described a positive and inclusive culture that recognised and celebrated diversity, with staff from a range of ethnic and diverse backgrounds represented across the service. Feedback from staff reflected that they were happy working at the service and felt the culture supported person-centred care, empowerment, and individuality, both for staff and people using the service.

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 registered manager completed monthly audits across key areas. Actions were tracked to completion and signed off by the registered manager and operations manager. Outcomes were discussed in team meetings and supervisions to ensure accountability. Accidents and incidents were reviewed weekly, and lessons learned were shared with staff and people involved to support safe, effective, and well-managed care. Risk assessments and care plans were regularly reviewed with input from people and professionals. Staff understood safeguarding and risk management processes, and audits confirmed compliance with health and safety requirements.

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 service worked collaboratively with external professionals, including GPs, learning disability nurses, and mental health practitioners, to support health outcomes and ensure coordinated care. Staff maintained positive relationships with families and professionals, and records showed consultation with relevant agencies to meet people’s ongoing needs. The registered manager engaged with local provider forums and network groups, sharing good practice with staff through meetings and supervisions.

People were supported to access routine healthcare and local community facilities, fostering inclusion, independence, and wellbeing. They were active in their communities and were familiar faces in their neighbourhoods. Staff encouraged and empowered people to participate in community-based activities, and friendly interactions reflected the service’s strong partnerships and positive engagement within the local community.

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. For example, people invited the local member of parliament (MP) to their home and along with staff shared their views and lived experiences of the care sector. Their feedback was intended to be used to inform national recommendations to improve social care for working-aged adults. Staff said the visit reflected the pride the team takes in enabling people to achieve their goals, build confidence, and enjoy everyday life on their own terms.