Brookfield

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 demonstrated a clear shared direction and culture which placed people at the centre of their care. Conversations with the registered manager showed they shared these values and was committed to ensuring people were treated with dignity and respect, recognised as individuals, and encouraged to maintain their independence by doing as much as they were able for themselves. These values were embedded in practice.
 

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 was skilled and knowledgeable. They showed passion for their role and cared about people, relatives and staff. Staff we spoke with told us they felt supported and said the leadership team are extremely supportive, will answer phone calls, and they respected staff who have prior experience.
People and relatives, we spoke with said they knew the registered manager. One relative told us, ““I think the manager knows what she is doing. I will knock on the door, she is accessible.”
 

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.
Staff had completed whistle blowing training and told us they were confident action would be taken if they raised concerns. The care home had a ‘peaking-up’ champion.
People we spoke with knew who the registered manager was and felt they were approachable and available. One person told us, “[The registered manager] is pretty efficient and quite effective. I think she would address any problems. I feel I can approach her.” This helped to ensure people felt confident to speak up and raise any concerns or feedback they may have.
A complaints process was in place, and details were available in the ‘Welcome to Brookfield’ booklet. There were no complaints for us to review at the time of the assessment. However, we saw several written compliments from people and their relatives, reflecting positive experiences of the service.
 

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 told us they felt supported and valued. We observed a diverse staff team who worked well together and spoke positively about their experience of working at the home. Staff had access to equality and diversity training, which helped reduce the risk of discrimination, bullying or harassment.
Staff told us they were able to request any additional support they required to fulfil their role and could speak to the manager to arrange changes to their shift pattern if required.
 

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 registered manager maintained robust oversight of the service. Quality assurance systems and processes were operated effectively to ensure monitoring and drive service improvement. Where gaps were identified during the assessment process the provider and registered manager took prompt action to address this and improved processes to prevent reoccurrence.
 

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 collaborated closely with partner agencies, such as the local authority and the community pharmacy, to ensure safe care, sharing information promptly whenever necessary.
Information within care plans demonstrated staff worked in partnership with other agencies. Professionals told us, “I see some people every few months but if I’m needed before they call me” and “Staff are lovely, I have no issues.”
 

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.
There was an embedded culture of learning at the service. Lessons learnt were appropriately identified and shared amongst the team to support improvement and positively impact people’s experiences.