The Brocken

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 service leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture. This is the first assessment for this registered service. This key question has been rated 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 very clear shared vision, strategy, and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and an understanding of the challenges and the needs of people and their communities.

Staff were supported to deliver care that reflected the aims of the provider and the needs of people. Staff had access to the training, support ,procedures ,and systems they needed to deliver person- centred support. The provider used quality audits, supervision, and team meetings to reinforce the aims of providing good quality support.

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 told us the registered manager/provider was accessible to them and positive relationships had been fostered. Staff told us the registered manager/provider had the appropriate values to support people positively and empathetically. Staff told us the registered manager/provider was approachable and supportive.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.Staff told us the registered manager/providerwasapproachable,and they would listen and act upon any concerns they had. They told us, "I have raised issues and these have been listened to", "I do feel I could raise concerns and would be listened to without bias"and "Communication is good, and I personally feel able to speak openly and I am listened to.”

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 felt included in any decisions that needed to be made and felt part of a team. They considered the service to be inclusive. Staff had received training in equality and diversity, and this was reflected in the provider’s policies.

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 provider/registered manager completed a programme of audits, which successfully highlighted any shortfalls. They used these audits to refine the support provided to people. When issues were identified, these were resolved .Issues with the call times displayed on digital systems had been identified and solutions sought. Staffing was organised around people’s individual needs.

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/provider and staff team worked effectively with other partners, to provide positive outcomes for people.

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 a programme of training, supervision, and ongoing competency checks, which ensured staff were skilled, supported ,and able to provide people with good quality care and support. A range of policies and guidance was in place. These were up to date and included links to national guidance. Staff told us they had access to these to support them in their role.