Brampton Lodge

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 68 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

Brampton Lodge made efforts to demonstrate a clear shared vision, strategy, and culture rooted in transparency, equity, equality, human rights, diversity, inclusion, and engagement with the needs of people and their communities. Staff showed strong alignment with values of respect and person-centred care. One staff member told us, “There’s a real push now on doing things the right way, not just the easy way. The new manager encourages us to focus on the resident, not the routine.” Another staff member highlighted improved communication: “We’re more involved in decisions now. Management shares what’s going on and listens to our concerns.”

While many staff feel hopeful about cultural improvements, some said consistency across all teams is still a work in progress. One staff member said, “It feels like we’re heading in the right direction, but there’s still a bit more work to do for everyone to be on the same page.” Another member of staff told us, “New management has tried to create more chances for open chats, but there’s room to improve.”

Relatives expressed feeling more included under new leadership, appreciating regular meetings and newsletters, and described the home manager and deputy manager as “approachable,” though not all had met the registered manager yet. Overall, relatives told us they were optimistic about ongoing and future improvements in the home.

Brampton Lodge demonstrated inclusive leadership at all levels, with leaders who understood the care context and embodied the organisation’s values and culture. Leaders possessed the skills, knowledge, experience, and credibility to lead effectively, acting with integrity, openness, and honesty. The nominated individual, home manager, regional manager, and deputy manager showed great passion, and placed people at the centre of the service. We found staff were motivated by a clear, compassionate leadership vision that actively involved them in development through goal setting, supervisions, appraisals, and initiatives like ‘ANAVO Future Leaders’ to nurture leadership skills. Staff acknowledged improvements in trust and approachability, with comments such as, “Management are approachable and fair to all staff” and “I think the trust between management and team have definitely improved.” However, some staff noted areas for improvement, particularly regarding communication and morale, with feedback like, “Communication could always be better,” and “Staff morale is up and down at the moment.”

We observed both the home manager and deputy manager were visible in the service, providing support to staff and ensuring people’s safety and wellbeing. Relatives expressed confidence in the homes’ compassion and responsiveness, feeling comfortable raising concerns, with complaints taken seriously and effectively resolved. Relatives told us, “I complained last year, and it has greatly improved since then,” and “There is a route open to the managers, and you can discuss anything with them.”

People and staff did not always feel confident their voices would be heard. The organisation had a clear whistleblowing policy that was well-known among staff, who understood the procedures for raising concerns. Leaders told us they promoted an open-door policy aimed at making staff and people feel safe to speak up.]

Some staff members confirmed they felt able to raise concerns and share ideas with management, staff told us, “I feel able to voice concerns to managers. They are approachable,” “Yes, I do participate in team meetings and feel able to contribute,” and “Staff are now being encouraged to speak up. Management is listening. There is a gradual improvement. Morale among staff is different, but steps are being taken to boost communication.” However, some staff expressed ongoing concerns about openness and communication, with comments such as, “Sometimes it isn’t listened to so what is the point of saying anything,” and “No they think they know best and are not hearing us. We need a staff meeting where we can be open.”

This mixed feedback suggests that although progress has been made in fostering a culture where staff can speak up, further efforts are required to fully embed openness and ensure all voices are consistently heard and acted upon. Opportunities for staff input are increasing, but some still feel unheard.

Brampton Lodge valued workforce diversity and fostered an inclusive, fair culture by promoting equality and equity for all employees. Appropriate policies and procedures were in place to support workforce equality and diversity. Staff consistently reported feeling treated fairly and equally, highlighting the homes’ strong commitment to inclusion. One staff member told us, “Everyone's treated equally here. It doesn’t matter your background, you’re valued.”

Brampton Lodge demonstrated clear roles, responsibilities, and effective governance systems to manage and deliver high-quality, sustainable care. They used accurate information on risks, performance, and outcomes to inform decision-making and shared relevant data securely when appropriate. Governance structures effectively supported ongoing service development and sustainability. The home manager and deputy manager showed strong knowledge of their duties, including the Duty of Candour and regulatory notifications. Routine audits covered care records, medications, health and safety, and staff practices, contributing to quality assurance. The home actively implemented improvement plans and responded to external audit findings, notably improving nutrition management and staff development. Most staff we spoke with reported enhanced communication and felt more informed about practice changes, with one staff member commenting, “The new management team are more proactive and more respectful. Communication is better and they listen to us.”

Brampton Lodge demonstrated a strong commitment to collaboration and partnership working to ensure seamless, coordinated care for people. They actively shared information and learning with partner organisations to drive continuous improvement. A professional partner told us, “Brampton Lodge have effective communication with professionals. We have received positive feedback from social workers in relation to the partnership working.” Relatives also confirmed staff worked well with professionals to maintain people’s health and wellbeing. Community engagement was prioritised, with established relationships with local churches, schools, Pets as Therapy, and activity providers, enhancing social integration through outings and themed events.

Brampton Lodge prioritised continuous learning, innovation, and improvement throughout the organisation and within the local care system. They promoted creative approaches to delivering equality of experience, positive outcomes, and enhanced quality of life for people. The home actively contributed to safe and effective practice. Improvement was embedded in daily routines such as daily huddles, monthly governance meetings, and self-reflection, fostering a transparent and learning-focused culture.

Brampton Lodge demonstrating openness to change. For example, following wound care issues, audits and a ‘lessons learned’ programme were introduced to enhance practice. Leaders encouraged reflective practice and ensured staff received ongoing training and regular performance reviews to maintain high standards.

Most staff reported a positive culture of learning and respect, where their contributions were acknowledged. One staff member said, “I have felt that I have been treated fairly, and managers have been approachable. I feel that my opinions have been accepted and although requests have not always been evident, I accept that it is not always possible.”