Beechwood Residential Home

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 did not rate this key question. 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 71 (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.

To promote a shared vision, strategy and culture the manager told us their door was always open to people and staff. Staff told us that the manager was accessible. Systems were in place to promote a shared culture, for example, staff team meetings were held. These gave staff the opportunity to discuss issues of importance to them.

The provider had a manager who understood the context in which they delivered care. They had the skills, knowledge, experience and credibility to lead effectively.

Staff described the working environment as positive and how they felt they were able to grow and develop in their roles. A member of staff said, “[Manager] is supportive. They respect us.” A person said, “I like [the manager].”

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.

Staff felt included as part of the service and told us how there was a feeling of inclusivity between the people living in the service and the staff team. Staff were equipped with the skills required to do their jobs and they told us how they were given access to support and training to do their jobs.

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.

Staff felt included as part of the service and told us how there was a feeling of inclusivity between the people living in the service and the staff team. Staff were equipped with the skills required to do their jobs and they told us how they were given access to support and training to do their jobs.

The provider did not always have clear responsibilities, roles, systems of accountability or good governance. They did not always act on the best information about risk, performance and outcomes, or share this securely with others when appropriate.

The service did not have a registered manager in place. There was a manager who had responsibility for the day to day running of the service and they told us they had started the process of applying to register with the Care Quality Commission.

Various quality assurance and monitoring systems were used to help improve the service. These included audits and the use of an external consultant who had recently reviewed the provider’s policies and procedures.

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 with other organisations to help support people and develop best practice. For example, they worked with health care organisations and the manager attended a provider forum run by the local authority.

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.

Staff felt included as part of the service and told us how there was a feeling of inclusivity between the people living in the service and the staff team. Staff were equipped with the skills required to do their jobs and they told us how they were given access to support and training to do their jobs.