Broadway Care Solutions Ltd

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 newly 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 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.

Policies were in place and aligned with current best‑practice guidance, including workforce equality and diversity.

The statement of purpose clearly outlined the service’s vision and values, including a commitment to person‑centred care, safety, dignity and continuous improvement.

There was effective engagement between the registered manager and staff. Staff meeting discussions included service priorities, values, training and the needs of the person supported, supporting a shared understanding of expectations and direction.

Audits and action plans were used to focus on learning and improvement.

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 demonstrated responsive and accountable leadership. For example, a partial gap in training was identified through management oversight. The registered manager recorded this and ensured the required training was scheduled for completion.

Leaders demonstrated an understanding of Duty of Candour. While no incidents had required its application, systems were in place to ensure openness and transparency if required.

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

Staff meetings and supervision records showed that staff were encouraged to raise concerns, provide feedback and contribute to service improvement.

Policies for whistleblowing, freedom to speak up and complaints were in place and aligned with best‑practice guidance. These were supported by the staff handbook, which clearly outlined how staff could raise concerns.

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.

Workforce wellbeing was promoted through access to supervision, support and training.

Staff had access to training covering protected characteristics, bullying and harassment. There was no evidence of concerns raised; however, systems were in place to respond appropriately should concerns arise.

Arrangements were in place to support reasonable adjustments where required, supporting inclusive employment practice.

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.

Effective governance arrangements were in place, proportionate to the size of the service. Audits, spot checks and action plans evidenced management oversight and quality assurance.

The provider was progressing towards 100% electronic records to strengthen oversight, improve accuracy and enhance real‑time monitoring.

Business continuity arrangements were in place, and appropriate liability insurance was evidenced. Systems were in place to ensure statutory and regulatory notifications would be made when required.

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.

Policies and processes supported joined‑up working and referrals to professionals and agencies where required. Although the service currently supported one person, systems were in place to support partnership working.

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.

Quality assurance systems and improvement plans were actively used. Learning from reviews informed service development, including training improvements and enhanced governance arrangements.

The planned implementation of electronic systems demonstrated the use of technology to improve oversight and outcomes.