Portland Road

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 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 very clear shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and an exceptional understanding of the challenges and the needs of people and their communities. People, staff and the management team had a shared understanding of the care received and provided. There was a clear and open line of communication and shared values between everyone involved in the running of the service and this included the people living there. They were at the forefront of shaping a home which worked for them and their needs. The organisation of BHT Sussex had a clear vision to ensure the service was people led and non-discriminative. The registered manager, deputy manager and staff showed a commitment to equality and promoted opportunities for all people without prejudice.

Staff spoke of pride in working at Portland Road. They emphasised the family like feel and highlight a strong staff morale which had a positive impact on the care provided for people.

One staff member said, “I wouldn’t work anywhere else. [Registered and deputy managers] go above and beyond to support us as the staff, and that has a hugely positive impact on the service users. We have the time to spend with people and ensuring that the service is suitable for them and their needs.” All those we spoke with including people receiving support expressed their admiration for the organisation as a whole and the ethos which was evident throughout all practice and interactions.

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 knew who the management team were and felt able to approach them should they have any concerns. One person told us, “[Deputy manager] is always here and available, [registered manager] is here regularly too. They are both approachable if I ever need a chat.”

Staff spoke very positively about both the registered and deputy managers. A staff member told us, “We all support each other but those two [management] are always contactable, or here, should we need anything. We regularly get the chance to speak with them, they are always available for advice, and I trust their views implicitly.”The registered manager also told us that they were well supported in their role by the provider. Although the hierarchy was clear to understand, there was mutual respect throughout all levels.

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

Policies in place included both safeguarding and whistleblowing, and information was displayed around the service to encourage staff to speak up. Staff demonstrated a good knowledge of the whistleblowing policy but also told us that they do not feel it would be needed as the management team and organisation were so approachable. The registered manager and deputy manager told us the service actively supported staff to speak up with any concerns and we saw concerns being openly shared during the morning handover. This included one staff member suggesting an agenda item for the next staff meeting which was taken onboard by the registered manager. Staff knew how to report concerns about poor standards of care and there was a strong ethos in the service about doing the right thing to keep people safe. One staff member said, “If I had concerns, I would report it. I know how to report above the manager but don’t feel this would ever be necessary. I’m confident they would deal with it properly.”

The provider valued diversity in their workforce. They work towards an inclusive and fair culture by improving equality and equity for people who work for them.

All staff we spoke with, including the management team, told us they had a shared commitment to good practice and building an inclusive team. There was an open approach at the home, and any problems or issues where appropriately addressed with fairness and equality. Staff felt supported in doing their jobs and spoke positively about working at Portland Road. A staff member told us, “It sounds like a cliché, but we really are like a family here. We respect each other’s diversities and never judge. It’s what makes us such a strong team.” Staff spoke very highly of the support from management and the positive impact this had on their ability to delivery good quality care.

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 had a robust system of quality assurance audits to ensure all areas of the service were running safely and effectively. These were completed regularly and if issues where identified then action plans were put in place to drive improvement. These action plans were monitored, reviewed, and completed. The registered manager had a good knowledge of the duty of candour and ensured accidents and incidents were promptly reported to CQC and the local authority where appropriate.

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.

Staff and the management team had strong relationships with external professionals. They worked alongside them with openness and transparency to ensure the best outcomes for people. The registered manager engaged in various forums, including with the local authority and local mental health teams. All professionals that we spoke with provided positive feedback regarding the working relationship they had with the service. One professional said, “They advocate for their clients and communicate with us brilliantly.” There was a strong ethos throughout the service about learning from partners to ensure the best possible care was delivered.

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.

The registered manager worked closely with the deputy managers and staff to ensure any learning opportunities were utilised as regularly as possible. They had a proactive approach and often worked on the floor alongside care staff to model good-quality person-centred care. Staff had received regular bespoke training to ensure they could continually meet the changing needs of the people they supported. Information was frequently shared both across this service and the ’sister’ service under the same provider umbrella. This enabled staff to deliver safe and effective care in line with innovative practice.