Bowbrook House

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 79 (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 very clear shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and an exceptional understanding of the challenges and the needs of people and their communities.

The provider had created a highly positive and inclusive culture, underpinned by a clear vision and shared values centred on respect, equality, diversity, and person-centred care. These values were fully embedded throughout the service and consistently shaped the experiences of people, relatives and staff.

The registered manager told us their vision was to provide quality care but in a family and friendly environment where everyone was respected. The registered manager also told us they tried to make the home a fun place to be. Care was delivered in line with this vision and people and relatives referred to how the staff and management at the home felt like a family to them. One relative told us, “I sometimes wonder if my relative realises the staff are not family.”

The registered manager told us they were focused on providing a home where, “Everyone can enjoy their life and be treated in the way we would want to be treated ourselves.” These values were evident in the care provided to people at the home which gave them choice and opportunity which promoted positive outcomes for them.

The service's values were clearly understood and embraced by staff, who demonstrated a genuine commitment to enhancing people's quality of life and achieving the best possible outcomes. Staff morale was exceptionally positive, and staff spoke with pride about working at the home. One staff member told us, "It's a family business with family values."

Leaders actively encouraged staff at all levels to contribute ideas and influence developments within the service. Staff told us they felt listened to, valued and empowered to drive improvements, creating a culture of openness and continuous learning

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.

The registered manager and management team were approachable and committed to creating a positive culture which placed people at the centre of care. Staff spoke positively about the management team and told us they felt supported and valued. One staff member told us, “They are really supportive as an employer. I've been in a lot of places, been in corporate and family based but they are absolutely magnificent. Any member of staff would say the same.”

The management team promoted open communication and listened to suggestions made by staff. One staff member told us, “I've learnt from them and they've listened. They will run with my ideas and see if it works.”

The registered manager and management team were knowledgeable about the service and where there was room for improvement. They worked together to drive positive outcomes for the people they supported.

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

People and relatives felt confident to speak up, raise concerns and share ideas for improvement. People and relatives were confident they would be listened to and any concerns addressed and suggestions would be considered.

The registered manager and management team encouraged openness and transparency amongst staff and staff responded constructively to feedback. Staff told us they felt able to raise concerns without fear of reprisal and were aware of processes available to support them in doing so. There were a range of opportunities for staff to share their views, including team meetings, supervision sessions and direct access to managers.

A whistleblowing policy was in place and staff understood when to use it.

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.

The provider employed a diverse workforce and was proactive in ensuring staff were treated fairly.

The provider was understanding of the challenges faced by international staff and supported them to settle into their new home and work environment. The provider was proactive in developing tools to ensure staff were welcomed and their diversity was supported. One staff member told us, “One of the biggest things we found when staff came over was a huge culture shock. We created British Culture Training for all staff. We discuss what people found difficult and what people found in different cultures.”

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.

Staff and management had clear roles and knew what they were responsible for. The provider had implemented a governance structure which enabled the home to run safely and effectively even when the registered manager and the rest of the management team were not there.

Systems were in place to monitor safety and check the quality of the service. A governance audit and review was undertaken monthly which ensured oversight of most aspects of the service including nutrition, accidents and incidents and complaints. Action was taken where any patterns or concerns were identified. Care plans were regularly audited to ensure they remained up to date and were reflective of people’s needs.

Analysis of falls monitoring was undertaken to ensure the provider could identify patterns regarding times and location of people’s falls.

The provider had developed their own tools to ensure they had adequate oversight of people living at the home and their care needs. A care matrix was in place which detailed all aspects of people’s care including their weight, falls and any DoLS in place.

Staff were well supported and there was a positive culture of openness, learning and accountability.

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 registered manager had established positive relationships with local organisations which helped to ensure people received the support they needed. Staff were proactive in working across services to ensure people received co-ordinated care and were able to access the right support. Information was shared when needed and the provider was proactive in ensuring they learnt from other organisations they worked alongside.

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 registered manager and management team were proactive in learning and improving the service. The registered manager told us, “We are learning all the time and always trying to improve ourselves and the service we provide. We want to be good at what we do”.

The registered manager was involved in an organisation which supported the local social care sector and enabled them to be involved with the implementation of local care protocols and supported them to access additional training. The registered manager told us of the benefits of this and how this enabled them to continue to learn within their role.

The registered manager regularly kept up to date with changes in the care sector through accessing webinars and email updates and the management team shared this learning with staff to ensure they understood how any changes impacted upon how they supported people.

The management team developed their own tools to support staff in how to demonstrate best practice when supporting people with a range of needs such as infections, safeguarding and environmental concerns.