Beechwood Specialist Services

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 leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture.

At our last inspection we rated this key question requires improvement. At this inspection this key question 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.

At our last inspection the provider was in breach of regulation in relation to governance. The provider has made enough improvement to no longer be in breach, however, some improvements were needed.

This service scored 64 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

There was a good culture at the home. The provider clearly encouraged and promoted staff welling and listened to what people fed back about the service. We saw from looking at annual survey results, any low scores and been analysed and discussed with people during resident meetings. The provider had ensured feedback and improvement from other locations was implemented at Beechwood and was reviewed by the registered manager and governance lead. We were assured following the inspection the provider will work to address some of the improvement in the home we have raised during this inspection, and they had already begun to to do this.

The provider had inclusive leaders in Beechwood who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. The registered manager had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty. The registered manager provided all of the information we required for our inspection and was honest and transparent regarding some areas they were still working towards. The feedback regarding the registered manager was very positive. Some comments included “The are outstanding, just really caring.” Also, “They never shy away from working hard, it’s a nice team to be part of.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Everyone we spoke with knew how to raise a concern if they felt they needed to. There were whistleblowing policies and procedures in place.

The provider valued diversity in their workforce, however some staff fed back how some colleagues required more in-depth training and support. A staff member said “All of the staff are lovely and we work well as a team, however some of the newer staff need more support and it can sometimes feel some of the more difficult interventions get left to the long-standing staff.” We fed this back to the registered manager who took our feedback on board and had already begun to address this.

The provider had improved their approach to governance since the last inspection. It was clear who was accountable for systems. However, there was still some improvements needed to governance systems. For example, despite an audit identifying some of the issues we found during our inspection, such as the environment, décor, and staff training, the provider had not yet acted upon this. We have since had assurances this will be actioned.

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. For example, The provider had good relationships with the local authority, district nurses and general practitioners. This meant the registered manager could request appointments, care or medical reviews and these were allocated in a timely manner.

The registered manager had tried to focus on continuous learning, innovation and improvement across the organisation and local system since our last inspection and had improved in most areas, however some areas required more provider led support. For example, some aspects of service delivery, such as better training and a nicer environment for people required further support and innovation from the provider to ensure more positive changes could be implemented.