Beechwood Lodge

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 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 clear and shared vision, strategy, and culture, rooted in transparency, equity, equality, human rights, diversity, inclusion, engagement, and a deep understanding of the challenges and needs of people and their communities. The registered manager had high aspirations for the home and consistently advocated for improvements to enhance the service and the care people received.

Staff consistently spoke positively about working at the home. One member of staff shared, “I love the atmosphere [of the home] and the way the residents are looked after. The staff and manager all play a part. We all get on and everyone is treated properly.”

The provider had inclusive leaders at all levels who understood the context in which care, treatment, and support were delivered. They embodied the values and culture of both the workforce and the organisation. Leaders had the skills, knowledge, experience, and credibility to lead effectively, and did so with integrity, openness, and honesty.

Staff spoke positively about the registered manager and the wider management team, describing them as approachable and responsive to concerns. The registered manager was a visible presence across the home, and staff expressed confidence in their ability to act on issues raised. One staff member commented, “I feel able to raise concerns and know action will be taken. I can go to the manager and feel able to speak my mind.” The registered manager understood their responsibilities and reported information appropriately to partner agencies, including the local authority and the Care Quality Commission (CQC).

The provider promoted a culture of openness, where individuals felt confident to speak up and assured that their views would be acknowledged.

Robust procedures were in place to support the raising of concerns, and people using the service, their families, and staff all reported feeling comfortable to do so when necessary.

Staff consistently described the registered manager as responsive and proactive in addressing issues. One staff member stated, “If something isn’t right, the registered manager will take action.”

The provider demonstrated a strong commitment to diversity and inclusion within their workforce. They actively promoted an inclusive and fair culture by working to improve equality and equity for all staff.

Staff spoke positively about their experiences working for the provider and felt well supported by the registered manager. One staff member said, “It’s properly run. The registered manager is firm but fair.” Staff also shared examples of the registered manager’s flexible approach to meeting people’s individual’s needs. Where possible, adjustments were made to support staff in their roles.

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

The registered manager conducted extensive checks and audits and had identified several of the shortfalls that we identified during this inspection. However, further work to ensure these were completed robustly by all of the management team.

Staff were well-supported in their roles and demonstrated a clear understanding of their responsibilities. Overall, feedback about the service was consistently positive.

The provider demonstrated a strong commitment to collaboration and partnership working, ensuring services operated seamlessly for people. They shared information and learning with partners and worked jointly to drive improvement.

The registered manager reported having positive working relationships with professionals and was regularly invited to support healthcare projects in the local community. External professionals gave positive feedback about the home's partnership working. The home supported people to access the local community and organised events, such as summer fêtes, for residents and local community. Community groups, including pupils from local schools, visited the home as part of a joint programme.

The provider prioritised continuous learning, innovation, and improvement across the organisation and the local system. They promoted creative approaches to delivering equality of experience, outcomes, and quality of life for people. Staff actively contributed to safe, effective practice and research.

The registered manager had high aspirations for the home and welcomed feedback and opportunities for improvement. A structured improvement programme was in place, with steady progress being made by the registered manager and the team. Surveys were completed with people, families and staff and the overall responses were very positive.