Brampton View 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 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 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 management team had embedded the provider’s vision. This was understood and supported by staff across the service to deliver high quality, person-centred care to meet people’s needs and to be part of the local community.There was an open and transparent culture and support strategy that promoted trust, understanding and collaboration with people using the service, their families, and colleagues. Staff were actively encouraged to share ideas and suggestions aimed at enhancing people’s quality of life and improving the overall standard of care provided. They felt part of a supportive team, and many told us they, “looked forward to coming to work.”

The management team actively monitored the quality of care, identified and addressed risks, and promoted equality and diversity in practice. Staff were happy in their role and received the training they needed in delivering high-quality, safe, and person-centred care and their actions contributed to the overall culture. Management maintained oversight of the service through daily meetings with heads of departments. Lessons from incidents and safeguarding were shared with staff to improve the provision of care and treatment.

Feedback from staff, people, and relatives indicated that the culture encouraged openness, learning, and continuous improvement. For example, feedback about some delay in the front door being answered had already been addressed by the registered manager when it was raised at the recent residents and relatives’ meeting.

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. The registered manager kept up to date with relevant changes, and notified CQC as required by law. They did so with integrity, openness and honesty, and were supported by the provider. Records showed that leaders monitored the quality of care through audits and they were alert to concerns about culture or poor practice and acted promptly.

The provider, registered manager and staff were committed to making the care home welcoming and homely. One relative described when visiting the service, they felt a sense of warmth and calmness, and added, “Everyone here are so good, welcoming, caring and they go above and beyond.”

The registered manager and the deputy manager used their experience and knowledge to maintain stability and continuity of care. People and relatives were consistently positive about the leadership and described them as ‘approachable, visible and responsive. A relative said, “The manager is great, very approachable, listens and wants feedback.”

Staff told us they felt valued, supported and were encouraged to speak up and share ideas.Staff described the registered manager as ‘kind, caring and supportive’. A staff member told us, “The manager has made a difference to this place, it's more effective and harmony as we're working well together. It feels like everyone feel valued and respected.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Leaders and staff supported people to speak up without fear, individually and through a range of mechanisms. This approach ensured that people and staff alike could trust that issues would be addressed fairly and effectively.

People felt their concerns were received with empathy and compassion and were acted on. The resident ambassador and residents and relatives meeting also provided people opportunities to share their views and raise concerns in an open forum.

Management acted with openness, honesty, and transparency, encouraging staff to raise concerns without fear of detriment. Staff described feeling empowered to share their views in meetings and supervisions, including reporting concerns or highlight risks. They were confident these would be investigated sensitively and confidentially. Staff knew how to use the whistle-blowing process if needed. Staff knew the ‘Speak-up’ Champion was a safe point of contact for any concerns. The latest staff survey results were positive, and demonstrated staff were confident to speak up and were happy working for the provider.

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.

Management actively promoted equality, diversity, and inclusion across the workforce, where staff felt respected and treated fairly, regardless of their role or background. This was underpinned with policies and training to support practice. Reasonable adjustments made included flexible working for staff with caring responsibilities and privacy to observe their faith.

The provider employed staff from a range of diverse backgrounds, with strong skills and knowledge, which enriched the service. One staff member told us, “I had good training to learn about the British culture, interacting with people, what's important to them, including how to make a proper cup of tea.”

The registered manager and provider ensured cultural diversity was recognised, supported and celebrated, through an inclusive environment for both staff and people using the service. The provider made efforts to ensure leadership and staff teams reflected the diversity of the people using the service.

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 and staff were commitment to delivering high-quality care. The oversight systems and processes had been fully embedded and used effectively to monitor all aspects of safety and quality of service. These included audits and checks covering key areas of practice and compliance including if people being treated with kindness, compassion and received safe care, along with audits on medicines, care plans, premises and health and safety. A sample of audits viewed showed the provider’s standards were being met, and action was taken to address issues when found. Similarly, the registered manager was response to feedback by ensuring there was clear information in a person’s catheter care plan, and they also reminded staff of best practice.

The regional director provided further oversight of quality and delivery to drive improvements in care. These included internal quality visits and focused audits, and analysis on incidents and call bell responses, and review of the digital care records and to ensure notifications were shared appropriately with relevant agencies. Lessons learned from audits and incidents were acted on to enhance the quality of care people received. Systems were in place to ensure staff were suitable to care for vulnerable people, their training was kept up to date and communication across all levels of the organisation was clear.This approach ensured that people consistently received care that was safe, effective, and well managed.

The provider representative and the management team generated digital care reports which provided oversight of people’s care and safety. For example, monitoring care plan reviews, risks and analysis of accidents, incidents and complaints to identify trends. The provider’s contingency plan in the event of an emergency including the evacuation of the care home was kept up to date and reviewed regularly.

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 across internal teams and external health partners ensured that people’s care and support were well coordinated, flexible, and responsive to their individual needs. This included weekly GP visit and the community health teams. Records viewed also confirmed timely referrals were made and joint care planning took place.

A visiting community health professional told us, “Staff know their patients well and can tell us what we need to know, for example, update on the patient including mobility, eating, drinking and mood which plays a big part for their recovery.”

Staff and management had developed positive relationships with people and their families and gathered their views individually and through a variety of meetings and surveys, which was used to inform changes and improvements. The resident ambassador played a key role to gather feedback and advocate people’s views. Records showed concerns were acted on promptly. The service had also received compliments and positive feedback about the care provision, quality of food and entertainment, the environment, staff and management.

The service worked in partnership with community groups, the local church and inter-generational activity, enabling people to engage with the wider community. The service regularly hosted the ‘dementia café’, providing a supportive space for people living with dementia and their families. This supports a culture of inclusion and person-centred care.

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.

Since the last inspection of the service, the provider and registered manager had worked hard and made improvements to the quality of care, safety, and leadership. They valued the importance of continuous development from learning lessons from accidents, incidents, audits and listening to feedback from people, their families, staff and external professionals as an opportunity to improve quality of care and service. Reflective practice was used effectively, and learning was shared with staff.

The registered manager welcomed feedback during the inspection visit. They kept their knowledge and skills up to date. The provider’s internal forums and local authority meetings supported the sharing and learning of best practices, innovative approaches to care, contributing to improved outcomes for people.The provider’s policies and practices were underpinned by best practice guidance.

We received positive feedback from the local authority commissioners with responsibility for monitoring the quality of care some people received. The latest quality monitoring visits indicated improvements and recommendations made had been acted on.