Bromley Place

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.

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 71 (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 service demonstrated a clear and shared ethos which placed people at the centre of care delivery. Leaders promoted a positive culture, by being visible, approachable and promoting open communication. The values of the service were understood and reflected by staff in their day‑to‑day practice. For example, we observed staff asking a person where they wanted to eat their meal and handover notes included discussions around how a person felt and identified what worked well in supporting the person. This helped ensure care was delivered consistently in line with the service’s aims and values.

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.

Staff told us they felt fairly treated at work and found the registered manager to be approachable and supportive. One staff member told us, “I feel well supported, (the registered manager) is a wonderful manager, I could go to (the registered manager) anytime with any concerns.” There was evidence of regular staff supervisions and team meetings, which showed lessons learnt were being addressed and openly discussed.

The registered manager understood their duty of candour responsibilities, which is a legal requirement for health and social care providers to be open and transparent when things go wrong.

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

We saw evidence the provider was proactive in seeking feedback from people using the service. This included regular meetings with people and the use of quality surveys. People told us they felt safe and happy living at Bromley Place. We observed a person speaking openly with the registered manager about how they were feeling. The registered manager was approachable and responsive, listened respectfully and offered reassurance and support to the person. This demonstrated people felt able to raise concerns and were confident they would be listened to.

A complaints policy was in place and available in accessible formats, ensuring people knew how to make a complaint or raise a concern if they wished to. There were no complaints to review during the assessment. Staff told us they felt comfortable approaching the management team and were confident any concerns raised would be taken seriously.

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 a positive and inclusive culture within the staff team. Staff told us they felt comfortable approaching management with any concerns and described a strong sense of teamwork. One staff member said, “We have enough staff and we get on well together. We can have discussions about how things are done and we all compromise to do what we think, as a team, is best.” This demonstrated that staff felt respected, valued, and able to contribute equally to decisions about how care was delivered.

The provider did not always have clear or good governance. They did not always act on the best information about risk, performance and outcomes, or share this securely with others when appropriate.

There was a comprehensive system of auditing in place. We saw audits were completed by the management team and actions were being taken to address issues that were identified. There was a plan in place to support the transition of roles between the registered manager and the support manager.

However, despite these processes, the governance systems did not consistently identify all areas of concern. Gaps in recruitment checks and medicines management had not been recognised through existing audits. This indicated that the auditing tools and oversight arrangements were not sufficiently robust or detailed to detect these issues at an early stage. As a result, while the provider responded promptly once concerns were highlighted, the initial lack of oversight demonstrated the need for improvement in ensuring safe and effective recruitment monitoring and medicines governance.

Regular team meetings took place, where plans were shared and lessons learnt were discussed. This provided opportunities for staff to reflect on practice and contribute to service improvements.

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.

We saw evidence the provider worked proactively with external partners to support people’s health and wellbeing. This included accessing GP services, social services, dental care and chiropody services, when required. People told us they were supported to engage with the local community, including attending a sports stadium to play football and accessing the local church.

The registered manager explained how the service had invited members of the local community to attend a social event when the service first opened and described ongoing efforts to remain actively involved within the local community. This demonstrated a commitment to developing positive partnerships that supported people to remain socially connected.

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.

There was a consistent approach to the support provided to people, which helped people achieve positive outcomes. The provider had systems in place to ensure learning was identified and acted upon following accidents, incidents and examples of good practice. For example, after an incident where a person broke a window restrictor and left their flat without staff knowing. The management team investigated what had happened and identified actions to reduce the risk of similar events occurring. The incident was discussed with the person and the wider team; the persons care plan was changed to reflect how they desired time to be alone.

The registered manager and provider were responsive to concerns raised during the assessment and took prompt action where required. This included improvements to PRN protocols and a review of safe recruitment practices. This demonstrated a commitment to learning, continuous improvement and maintaining safe standards of care.