Broadacres 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. This is the first inspection of a newly registered provider. 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 did not have a clear shared vision, strategy and culture which was based on transparency, equity, equality and human rights, diversity and inclusion, and engagement. They did not always understand the challenges and the needs of people and their communities. The management team were in the process of addressing the culture within the home and had already taken some action to ensure staff followed the provider’s vision 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. The management team worked together well and had the skills to lead the staff effectively. There was a new manager in post who was supported by a quality lead. Together they had identified areas for improvement and begun addressing them.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff had access to a whistleblowing policy and felt able to raise concerns. Staff felt the current management team were approachable and told us communication was improving and they were starting to feel listened to.

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. The management team told us they had a diverse workforce and made reasonable adjustments to support staff. The manager said, “We are inclusive and don’t tolerate anything that is not inclusive. We support staff with IT skills and staff whose first language is not English. We have given extra support with care plans.”

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 new manager had reviewed management systems and organised them in a way that suited the home. A range of audits were in place and showed area for improvement had been identified and action plans had been devised to improve practice. The manager completed daily walk rounds and any concerns identified were added to the action plan to be addressed.

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 leaders worked effectively with external professionals to ensure people received timely support when needed. The management team demonstrated a commitment to continuous improvement by responding positively to advice from the local authority and implementing an action plan to strengthen practice and improve outcomes for people.

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. Staff and leaders were commitment to promoting health and wellbeing, this was demonstrated by achieving the gold standard hydration certificate. This reflected a proactive and well-embedded approach to supporting people with their hydration needs. Staff had a good understanding of the risks associated with dehydration and implemented personalised strategies, including offering a wide choice of drinks, monitoring intake, and encouraging regular fluid consumption in a dignified and supportive way.