Broomhouse Mews

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 vision and values of the service was clear, person-centred and included compassion, dignity, independence, respect, equality and safety. The registered manager led by example and empowered people to live full lives. The provider fostered a collaborative culture and promoted recognition. Staff spoke passionately about how they provided good care and how they all had a shared goal across the organisation. A staff member commented, “It is a good team, we all get on well.”

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 knowledgeable about issues and priorities for the service. They understood their responsibilities and were supported by the provider enabling them to deliver good, effective, high-quality care. The service promoted learning and development to all staff. They kept up to date with all relevant changes and communicated these effectively to their team.

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

Staff were regularly given the opportunity to speak up and drive improvement via team meetings, supervisions and staff surveys. Staff we spoke with were confident that their voices were heard and action would be taken. The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Managers lead with an ‘open door policy’ which meant people, staff and families could approach management at any time if they had any concerns. The opportunity to speak and share views was offered within the staff meetings with managers taking on board people’s comments and acting on them when needed. People were actively encouraged to discuss their care and staff supported people to feedback on what mattered to them so positive changes could be made.

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. There was an inclusive and fair culture with equality and equity for staff.

All staff were positive about working at Broomhouse Mews and felt they were treated with respect. All staff had been supported with their professional development. Staff had received robust training and opportunities to develop their knowledge and skills.

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.

Staff were clear about their roles and responsibilities. Staff spoke positively about their roles and were enthusiastic about ensuring people received great care and support.

The provider had a range of systems to monitor the quality and safety of the service. These supported the registered manager to identify and address shortfalls or improvements. Lessons learned were cascaded across all the provider’s services and shared with staff where required.

The provider worked in partnership with others to help ensure people received joined-up care that met their needs. They shared information and learning with health and social care professionals and collaborated to support continuous improvement.

Staff and the management team were open and transparent, and they collaborated with all relevant external stakeholders and agencies. The service worked in partnership with health and social care professionals to achieve good outcomes for people. The registered manager told us that they were able to phone healthcare professionals to ask for advice or request a visit because they had built a positive working relationship, and this resulted in better outcomes for the person.

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 provider had a quality framework to monitor regulatory compliance and the quality of the service. Service managers regularly met to share best practices, this supported shared learning and creative problem solving. The registered manager told us how they were continuously reflecting on the service and the actions of staff, to ensure people were provided with the opportunities to live their lives to the full.