Brighstone Grange

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 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. There was a positive and person-centred culture within the service. The registered manager had a clear vision for people to experience the service as their home, feel safe and comfortable, maintain relationships with their local community and continue doing the things that mattered to them. Staff were encouraged to take pride in their work and recognise the positive difference they could make to people’s lives. This vision was reinforced through team meetings, recognition of positive practice and sharing feedback from people and their families.

The service was led by a compassionate and approachable management team who knew people well and were visible within the service. The registered manager demonstrated a good understanding of people’s individual needs, preferences and circumstances, and we observed positive interactions between the registered manager and people living at the service. Staff described feeling supported and able to approach the management team, and the registered manager responded promptly and constructively when areas for improvement were identified during the assessment.

There was an open culture where people and staff felt able to speak up and raise concerns. People told us they could approach staff or the registered manager if something was worrying them, and staff consistently described feeling able to raise concerns with the management team. Staff understood how to escalate concerns if necessary and felt confident they would be listened to and appropriate action would be taken.

The provider promoted equality, diversity and inclusion within the workforce. Staff felt they were treated fairly and with respect, and their individual backgrounds and circumstances were recognised. The provider supported a diverse staff team and promoted an inclusive culture where staff felt able to be themselves and contribute to the service. Staff had equal access to support and opportunities to develop in their roles.

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. There were effective governance systems to monitor the quality and safety of the service. The registered manager completed regular audits and checks, alongside additional provider-level oversight, which supported them to identify areas requiring improvement. Where we identified areas for improvement during the assessment, the registered manager was responsive and took prompt action to address these.

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. The service worked effectively with other organisations and professionals to support people’s needs and wellbeing. Staff worked with health and social care professionals and involved relatives and others important to people where appropriate. People were supported to maintain links with the local community and access opportunities outside the service.

The provider focused on continuous learning and improvement across the organisation and local system. The service had a positive approach to learning and improvement. The registered manager responded to issues and used learning to make improvements to the service. There were opportunities to share learning and good practice with other managers and services within the provider group, and to learn from their experiences.