Broadgate Care Home

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 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 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.

There was a service improvement plan in place to track developments and ensure the required measures were taken to maintain the service to a high quality, safe standard. The area manager, Registered Manager and staff team all had responsibility for ensuring these actions were completed. The service had a clear business policy in place, with the provider representatives visiting regularly to carry out their own walk rounds and audits from these.

The Registered Manager showed a drive to improve the service and a passion to ensure the culture within the service was positive. Staff felt supported and able to share their views on the shaping of the service. One staff member told us, “I have regular chats with my manager, we can tell them about any concerns at that time.”

The provider had exceptionally 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 always did so with integrity, openness and honesty.

The Registered Manager showed knowledge and integrity and led the service by example. The skills they brought from their previous roles, showed in the ethos of the service. They explained how their approach to supporting people living with dementia and complex needs had become embedded at Broadgate. They had fostered a positive culture, which was inclusive for all people, relatives and staff.

Staff felt supported by their management team and were encouraged to support their peers. One staff member told us, “I support the other nurses, and we all help each other.” Another staff member said, “The manager is kind, I would feel very comfortable approaching them.”

Relatives felt the Registered Manager and the staff team were capable, kind and showed compassion. One relative told us, “[Name], the manager is just lovely.” Another relative told us, “They are all very kind, nice and will do anything for you.”

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

Staff felt able to raise concerns and give feedback and feel they had been listened to. The service had a robust freedom to speak up policy and procedure in place. Staff told us they felt confident in speaking up if needed.

The complaints process was clear and was displayed in the main entrance. The Registered Manager operated an open-door policy. People and their relatives told us they found the management team to be available and visible. One relative told us, “They do have an open-door policy. There is always someone available for any issue I want to talk about.”

We saw the Registered Manager had reviewed and analysed themes and trends of the complaints or concerns received. The Registered Manager could demonstrate how they would prevent similar issues from happening again, as they learned lessons from previous outcomes.

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 service celebrated and championed their diverse workforce. The provider employed staff from the local area as well as from overseas. The staff team were from varied backgrounds and cultures, and this was reflected in the skills and experience they brought to their roles.

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.

Quality management systems at Broadgate had improved under the new Registered Manager and were effective. We were assured the provider had made and sustained the required improvements at the service. We found the management team to be open and transparent, and information was shared promptly and securely with others when appropriate.

Information was used by the management team effectively to monitor and improve the quality of care. For example, accident analysis records showed a breakdown of time of day, location, why the incident occurred, and any actions taken. There was detailed information recorded on any lessons learned. The safeguarding log showed evidence of analysis, lessons being learned and of these being shared promptly with the staff team. This information included any contributing factors and actions taken.

The management team held regular operations meetings, following which, required actions were detailed and allocated amongst the team. The management team ensured these actions were incorporated into the overall service improvement plan.

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 service had positive relationships with the covering GP practice and external health and social care teams. We saw referrals had been made promptly when a need had been identified, or a person’s needs had changed. For example, following a fall with an injury, or where a change in a person’s cognition had been identified.

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 and effective practice.

The service had a robust process in place for responding to concerns raised with them via the service complaints policy. The Registered Manager fully understood their responsibility to be candid and open with people and their relatives. The Registered Manager contacted the referrer via a telephone call to discuss their concerns. They then emailed the referrer with a summary of concerns and the offer of a meeting. Once they had investigated concerns, they offered an apology. If processes had changed as a result of this, the Registered Manager shared lessons learned at the next flash meeting to inform staff of immediate actions.

Relatives gave positive feedback about the notable improvements made at Broadgate since our last assessment. One relative told us, “I would recommend it. I was a bit sceptical at first, as some years ago it had a poor reputation. But it has new management now and it is now just so good.”