Brentwood Care Centre

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 requires improvement. At this assessment the rating 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.

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 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 service demonstrated a shared direction and positive culture focused on providing compassionate, person‑centred care. Staff spoke positively about working as part of a supportive team and shared a clear commitment to improving people’s lives. One staff member told us, “I really enjoy my job here and supporting the residents; everyone works together,” which reflected a collaborative and caring culture.

People and relatives also described the home as welcoming and friendly, with one commenting that the atmosphere felt “warm and homely.” Leadership promoted openness and learning, with staff encouraged to share concerns, reflect on practice and take part in learning discussions and quality improvement activities. Managers were visible and approachable, reinforcing shared values and expectations. Although the service continued to develop consistency across all areas, the overall culture supported teamwork, kindness and a shared focus on achieving positive outcomes for people.

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 were capable, compassionate and inclusive, and promoted a culture of responsiveness, professionalism and continuous improvement. Staff spoke positively about leadership support and feeling valued. One staff member told us, “I was a senior here but when I took retirement, I decided to come back and do the activities. I work as part of the team and really enjoy my job supporting the residents,” which reflected strong staff engagement and positive leadership influence.

Feedback from visiting professionals was particularly positive. One professional told us, “The registered manager is very responsive, I do not have to chase for information,” Although some practice‑related staffing issues had been raised historically, the professional confirmed these did not place people at risk and were appropriately managed. Relatives and professionals described leaders as approachable and effective, demonstrating that leadership oversight supported safe, inclusive and well‑managed care focused on positive outcomes for people.

The service promoted a culture where staff felt able to speak up, raise concerns and contribute to learning and improvement. Staff told us they felt supported by managers and confident to raise issues through supervisions, staff meetings, flash meetings and lessons‑learned sessions. One staff member told us, “It is positive, teamwork is good and we can talk to the managers who will take action. We help each other and communicate with each other. Everyone is really good.” This reflected a supportive and open team culture.

Staff feedback was encouraged through meetings, supervision, and the electronic reception system, with managers following up both positive and constructive comments. Staff told us they reported feeling comfortable raising concerns internally and confident that managers listened and responded appropriately. Overall, staff felt able to speak up without fear and contribute to improving the quality of care delivered.

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 promoted equality, diversity and inclusion within the workforce and took steps to ensure all staff were treated fairly, respectfully and safely. Leaders told us they investigated all concerns raised in relation to discrimination or bullying and staff had access to clear guidance through the employee handbook and policies, which all staff were aware of.

The service promoted recognition and inclusion through initiatives such as “Employee of the Month,” where staff were nominated by residents, relatives and colleagues for going above and beyond, and were acknowledged with certificates and small rewards. The workforce reflected a diverse range of backgrounds, and leaders met with staff on a one‑to‑one basis to understand individual needs, including respecting cultural beliefs and practices.

Religious and cultural events such as Eid and Diwali were recognised and celebrated, supporting an inclusive culture. Reasonable adjustments were made where required, including risk assessments for staff with health conditions such as diabetes, pregnant staff and those needing flexibility to attend appointments. These arrangements demonstrated a proactive approach to equality, inclusion and staff wellbeing, helping to support positive morale and effective teamwork.

There were established systems in place to monitor safety and quality, including regular clinical governance meetings, weekly risk reviews, and audits of key areas such as falls, wounds, safeguarding, and staffing, which enabled leaders to identify themes and respond appropriately. Managers maintained oversight through daily walkarounds, structured team meetings, and clear communication systems, supporting an open and inclusive culture. Feedback from professionals and staff was positive about the accessibility and responsiveness of leaders, and there was evidence that learning from incidents, complaints, and feedback was used to support improvements in practice.

Medicines governance systems were in place, including regular audits and monitoring processes; however, these had not always identified all areas of practice requiring improvement, despite issues being promptly addressed once identified during the inspection. The provider demonstrated a proactive and responsive approach, taking immediate action, implementing learning, and strengthening staff practice through training, updated guidance, and increased oversight.

Overall, governance arrangements continued to embed, and while some systems were still being strengthened to ensure full consistency, leaders had clear oversight of areas for development and were taking appropriate action.

The registered manager told us, “My induction was undertaken by the operational director and one of our colleagues who was extremely experienced to fully understand the job responsibilities. The last 3 months prior to coming here gave me the full experience. I also receive peer support from other colleagues within the organisation.”

The service showed a strong commitment to learning, improvement and stability, with the leadership team proactively building on existing systems to support the ongoing sustainability of the service.

The service worked effectively in partnership with external professionals and the local community to support people’s needs and wellbeing. Staff collaborated with healthcare professionals such as GPs, district nurses, tissue viability nurses, dietitians and other specialists to ensure people received coordinated and timely care.

Visiting professionals described good communication and responsiveness from the leadership team, which supported continuity and positive outcomes. The service also encouraged community connection and involvement through visits, entertainers and social events, helping people remain connected and engaged. These partnerships supported safe, person‑centred care and helped people benefit from appropriate expertise and community involvement.

The service demonstrated a developing culture of learning, improvement and innovation. Leaders used audits, feedback, incidents and organisational learning meetings to review practice and drive improvement. For example, concerns about call bell response times led to a review of arrangements, and the call bell system being upgraded to a digital monitoring system during our inspection to strengthen oversight and accountability. Leaders also described working with the nurse call system provider to explore options to improve functionality across units, including reducing noise and disturbance for people.

Incidents and falls were consistently reviewed through governance processes to identify themes, trends, and opportunities for learning. This informed targeted actions, particularly to improve outcomes for people living with dementia. A new initiative was introduced to capture feedback from people using the service during daily walk rounds, strengthening real-time engagement and supporting improvements in care delivery.