Walsingham Support - 19 Beech Avenue

The following is CQC's published account of its assessment, published 28 August 2026. References to “we” mean CQC. It describes findings at that time.

Date of assessment 30th and 31st July 2026.

Walsingham Support - 19 Beech Avenue is a residential care home providing personal care and accommodation for up to 5 people with learning disabilities and autistic people who may also have a physical disability or sensory loss. At the time of our inspection there were 4 people living in the home.

We assessed the service against ‘Right support, right care, right culture.’ This guidance supported judgements about whether the provider guaranteed people with a learning disability and autistic people respect, equality, dignity, choice, independence, and access to local communities that most people take for granted. We found the service had a strong culture focused on respecting people as individuals and valued people’s individuality, life experiences, preferences and ambitions. The provider and registered manager worked together with the staff to embed good practice.

People received safe care and were protected from avoidable harm. The provider had systems in place to identify and respond to safety events and information was shared with staff to enhance their understanding and practice.

People were safeguarded from the risk of abuse, the providers procedures were robust and understood by staff.

Risk management procedures were in place, some improvements in recording needed to be embedded. People who had behaviours that communicated a need had plans in place to guide staff in how to understand and respond. We found further consistency was needed to ensure all staff followed the plans properly.

People were supported by enough suitably skilled staff who had been recruited safely. Staffing levels were kept under review and additional funding was sought when required. Staff had received training appropriate to their roles. However, we saw examples of less than optimum practice on both days we were in the home. We were assured the registered manager had addressed this during the inspection.

People's home environment was well maintained; services and safety equipment were serviced regularly. Cleaning chemicals were securely stored. Adaptations had been made to support people's access within the home. The home was clean and regular cleaning schedules helped maintain this.

People received their medicines as prescribed, and medicines were ordered, stored and administered safely. However, we found record keeping needed to improve to avoid errors.

People received effective care because their needs and wishes had been holistically assessed with involvement from other professionals and family members. Care plans provided detailed information for staff about peoples' health and social care needs. The staff team worked well together and communicated effectively through daily handover meetings, team meetings and daily care notes. People's care plans were kept under regular review and updated when required. This helped ensure they received appropriate and consistent care. Increased monitoring of people at risk of weight loss, had led to some people having improved health outcomes, including improved nutrition and weight gain.

People were supported to make decisions and staff demonstrated they understood how to seek consent to care from people.

The provider, leaders and staff team were compassionate and caring with a genuine commitment to supporting people to live meaningful lives. People's individuality was recognised and they had support to engage in activities they valued. People's rights as citizens were enhanced by detailed bespoke communication guides which supported their involvement in sharing their views.

People received person-centred care that reflected their individual needs, preferences and aspirations. Equality and diversity needs had been considered, and where people expressed a preference, gender-specific staff provided support.

The provider supported people to identify and overcome barriers that could affect their access to services, helping to improve their wellbeing and achieve better outcomes. Care and support were tailored to promote independence, inclusion and meaningful engagement in daily life.

Leaders were compassionate, approachable and inclusive. Staff spoke positively about the registered manager and were optimistic about the future of the service following a recent period of change. Staff told us they felt able to raise concerns and were confident they would be listened to and supported.

The provider demonstrated a commitment to equality, diversity and inclusion. Staff's individual needs were considered throughout their employment, from recruitment and through ongoing development and support.

The provider and registered manager had effective oversight of the quality of the service and were committed to maintaining and improving people's quality of life. Governance systems enabled leaders to monitor the service and identify areas for improvement.

Learning and good practice were shared across the provider's care homes, helping to promote consistency in the quality and delivery of care. The provider continued to work collaboratively with external partners and engaged in initiatives, training opportunities and research to support service development and continuous improvement.