Archived: Northbrook

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 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.

The provider ensured there was a consistent vision shared across the service, with people’s independence and outcomes at the centre of care. Policies, procedures, and communication reflected transparency, equality, human rights, diversity, inclusion, engagement, and community. Clear systems supported staff to help people live fulfilling lives. Staff were committed to achieving these outcomes, taking time to understand individuals and support them towards their goals.

People, relatives, and external professionals expressed confidence in the leadership and management of the service. People had contributed to recruitment processes, and the provider recognised opportunities to increase this involvement further.

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.

Leaders fostered a positive culture that promoted continuous learning and improvement. They provided proactive support to staff and worked collaboratively with people and external partners to deliver safe, person-centred, and sustainable care.

Leaders anticipated and addressed inequalities, advocating effectively for individuals where needed. They role-modelled inclusive approaches to planning care, ensured clear delegation, and supported staff to deliver compassionate, high-quality care. Policies and procedures were in place to maintain safe, effective, and person-centred support.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

Leaders actively promoted staff wellbeing and empowered them to contribute ideas for service improvement. Staff were confident that concerns would be heard and acted upon, and there was a culture of openness and transparency. Mechanisms such as supervision, competency checks, and internal communications provided additional opportunities to raise issues. People and relatives were also confident in raising concerns, knowing that leadership would respond appropriately. Care reviews included discussions relating to people’s legal rights as a tenant whilst living at Northbrook.

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 were treated fairly and equitably, with leaders taking proactive steps to review and improve the organisational culture. Leadership supported staff with skills, experience, and commitment to progress into leadership roles. People’s protected characteristics were respected, and staff received support that reflected their own protected characteristics and individual circumstances.

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 maintained clear governance structures, outlining roles, responsibilities, and accountability. Staff at all levels understood their responsibilities and how their work contributed to overall service delivery. Management provided oversight at each location, and office and support staff collaborated effectively. Audits relating to staff training, care delivery and risk were conducted, and any areas requiring improvement were addressed. Records were maintained securely and confidentially. Staff were supported in professional development, contributing to good morale and retention. People, relatives, and external professionals expressed confidence in the service’s leadership.

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 actively developed and maintained external links, increasing opportunities for people to participate in their communities and for staff to access good practice networks. Collaborative working with a range of partners, including multidisciplinary teams, helped ensure coordinated support that met people’s changing needs. Positive relationships with charities, local groups, and community organisations contributed to people’s independence and ability to exercise their rights.

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 provider maintained systems to ensure staff remained current with best practices and innovations in Positive Behaviour Support (PBS) and mental health care. An open culture promoted reflection and continuous learning. Patterns and trends in behaviours that challenge were analysed to inform quality improvements and update risk assessments.