Broomcroft House 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 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. Staff told us that managers listened and communicated with them, to promote a culture of collaboration. One staff member told us, “I have a good relationship with [manager], we are kept up to date of any changes and can offer suggestions.”

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. People and relatives were complimentary of the leadership team in place, with a staff member telling us, “Yes, managers are approachable and fair.” A relative also commented, “Yes, I know who to speak to if I have any concerns, [manager] is a good manager and in the past when I've raised any issues, they have been dealt with.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The provider encouraged staff to speak openly and provided staff with regular opportunities to speak up and share any concerns. Staff meeting records highlighted staff ability to raise issues with managers and for these to be acted upon in a responsive manner. A staff member said, “Whenever I raise something with [manager], it’s listened to and resolved quickly.” All staff told us they knew what action to take if they had any concerns and felt their voices would be heard.

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. Processes and policies were in place which helped to protect the rights of staff under the Equality Act. This helped to create a more equitable and inclusive organisation. There was also evidence of reasonable adjustments, for staff who required them, such as for people with caring responsibilities.

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 leadership team had clear oversight of any issues and took appropriate action to address concerns. A comprehensive system of audits, quality assurance checks, and care reviews was in place, including regular internal audits from the provider. The registered manager and leaders demonstrated a strong understanding of governance processes and effectively used information from audits and reviews to monitor care quality, ensuring continuous improvement and ongoing development.

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. Management and staff worked toward the shared aim of achieving positive outcomes for people. The registered manager encouraged the staff team to openly discuss, feedback and exchange ideas for continuous improvement and innovation. The service worked closely with other professionals and services within the community to enhance training opportunities for staff. The service also arranged for people to remain connected with society, such as engagement with local schools and churches.

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. Leaders kept up to date with best practice guidance and actively participated in talks and engagement sessions focused on new research and initiatives, applying this learning in practice. For example, the service recently implemented changes relating to de-caffeination, which has contributed to a reduction in falls risk. The service demonstrated a strong commitment to listening and engaging effectively with people, relatives, and professionals. Feedback was valued and used to inform future improvements and developments.