Beacon Health Group 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.

This is the first assessment for this newly registered service. 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. Leaders demonstrated a good understanding of their regulatory responsibilities and were clear about their priorities for the ongoing development and improvement of the service. Staff understood their roles and responsibilities and felt involved in discussions and decisions affecting the service. Staff told us the management team was approachable and supportive, and they felt confident raising concerns or seeking guidance when needed. Feedback from staff reflected a positive and open culture, with good morale and a shared commitment to providing high-quality care and support. One member of staff told us, “Beacon is a good place to work, with a focus on providing quality care and supporting staff development.”

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 demonstrated effective leadership by identifying areas for improvement and taking timely action to address concerns, reduce risks, and embed learning within the service. Robust systems and processes were in place to support staff, helping to foster a positive, open, and inclusive culture where staff felt valued and empowered in their roles. Staff told us they felt supported and Beacon Health Group Limited was a good place to work.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Systems were in place to enable people to raise concerns, share their views, and have their voices heard. This included clear whistleblowing and complaints procedures, which supported an open and transparent culture where people, relatives, and staff felt able to speak up and be confident that concerns would be listened to and acted upon appropriately.

One relative commented, “They’re always talking to us about things and they listen.” One member of staff told us, “Yes, I feel comfortable raising concerns and believe management would listen and take appropriate action.” Survey results showed people’s views and opinions were regularly sought. Where feedback identified areas for improvement or suggestions for change, appropriate actions were taken and recorded to demonstrate that people’s voices 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. The provider had policies and procedures in place to promote equality, diversity, and inclusion, and staff had received appropriate training in these areas. Staff told us they felt valued, respected, and supported in their roles and the registered manager fostered a culture that was inclusive, fair, and respectful of individual differences.

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 effective systems and processes in place to monitor, assess, and improve the quality of care delivered. Audits, quality assurance checks, and other monitoring activities were regularly undertaken to help identify areas for improvement, maintain safety, and ensure people received high-quality care. Where issues were identified, action plans were implemented and progress monitored to drive continuous improvement. Where we highlighted areas for development during the inspection, the management team responded promptly, reviewing the concerns and taking appropriate action to address them. The registered manager was aware of their legal responsibilities to notify CQC about relevant incidents at the service. However, some concerns were being reported to the local authority as safeguarding referrals but not to CQC. We discussed this with the registered manager who agreed to complete CQC notifications for all safeguarding referrals. The provider had a business continuity plan which detailed how they would be prepared for emergencies.

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 registered manager was passionate about their plans for development of the service and was receptive to feedback and suggestions for improvement, recognising the benefits of working collaboratively with partner agencies and external professionals. Records demonstrated positive and effective working relationships with a range of health and social care professionals. Appropriate advice was sought, and referrals were made promptly when required, helping to ensure continuity of care and positive outcomes for people using the service. We also received positive feedback from professionals involved with the service, who spoke positively about communication, partnership working, and the quality of care provided. One professional commented, “[Name of registered manager] was a great advocate for the patient.”

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 registered manager described their plans and ways in which they were looking to improve and grow the service with a strong focus on improving outcomes for people. They were proactive in seeking opportunities to work with partners, network and link with other professionals to further enhance staff knowledge and experience. Policies and procedures were up to date, reflected best practice and were accessible to staff. Feedback was actively sought from people, relatives, and staff through surveys and other opportunities and information gathered used to inform service development. When asked if anything could be made better with the service, 1 person told us, “No because we’re perfectly happy with this approach.”