Branksome Heights

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

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.

People, relatives and staff were well-informed, supported and collaborative in achieving the vision, values, and strategic objectives. The registered manager and provider co-produced the service’s vision, strategy and culture with staff, people and relatives. This happened through close communication, at staff and residents’ meetings, and informally. The vision, values and culture closely reflected what was important to people. For example, the registered manager was implementing environmental sustainability measures, involving people, relatives and staff through regular discussion at residents’ and relatives’ meetings. The provider had invested in landscaping and planting the gardens. Planting was bee-friendly; there was a beehive, and people ate the honey produced. The service had won awards in a local gardening competition.

There was an open culture. Staff, people and relatives felt able to speak up about concerns, expecting the management team would take them seriously and do what was necessary to make improvements. Feedback included, "If I have any worries, I can talk to [registered manager, deputy manager and clinical lead]… Their door is always open." A relative commented on staff throughout the service all being "lovely", reflecting strong, supportive leadership and shared person-centred values.

Staff were motivated and felt leaders consistently supported them well, enabling them to work collaboratively towards shared values of excellent, person-centred care. They were proud of the service, praising people’s care and support, and their sense of close teamwork.

The provider's March 2024 quality assurance surveys of people, relatives, staff and professionals, reflected a motivated staff who felt well supported at work. Comments included, "A wonderful home to work in and a great team to work with."

Meeting agendas and minutes reflected people, relatives and staff having a meaningful role in co-producing the service’s vision, strategy and culture.

The registered manager and leadership team communicated clearly, openly and accessibly. Staff expressed trust in them and described the home as very well managed. This was reflected in the calm, yet homely and purposeful atmosphere throughout the service.

Staff described how the registered manager and provider had developed their knowledge and skill in caring, identified their leadership potential, provided relevant training, and supported them as they were promoted.

The registered manager, leadership team and wider staff team placed people firmly at the heart of the service. The registered manager and leadership team were visible throughout the service. They spent time daily around the building, as well as maintaining a genuine ‘open door policy’ in their office. People and relatives felt comfortable to approach the leadership team if they needed to. This was reflected in comments to us and feedback the service had received: "I always feel welcome to pop in for a chat with the manager." The service received feedback from professionals in the provider's March 2024. Comments included, "Very good care home, will definitely recommend to any patients looking for a home to stay in" and, "Brilliant care for residents.”

Staff felt able to raise concerns with the leadership team, including the registered manager. The provider's staff survey in March 2024 reflected that staff found the registered manager open and approachable, and felt that if they contributed ideas and suggestions, these were valued. This was mirrored in what staff told us.

Information about raising concerns was readily available to staff. Staff were aware of how to speak up, should they need to.

People and relatives felt able to raise concerns with the leadership team, including the registered manager. This was reflected in feedback the organisation gathered through quality assurance surveys and in what they told us. Information about raising concerns was readily available to people, families and other visitors.

There was a consensus among staff of an equitable workplace. Staff were motivated, this was reflected in staff survey responses which included the comments, "Happy working here" and "A wonderful home to work in and a great team to work with." This was all consistent with what staff said to us and with what we observed.

The registered manager and provider championed diversity as integral to their positive, inclusive, and high-performing workforce. For example, staff told us how they welcomed adjustments put in place for them because of caring responsibilities.

People using the service, relatives and professionals visiting the service recognised that staff were motivated, with high levels of satisfaction throughout the workforce. The service's survey of professionals in March 2024 reflected a comment on the happy workforce: "All staff appear to be happy in their work environment.” Staff and relatives told us similar: "Staff seem happy and they seem to like her (registered manager)."

Governance was well-embedded into the running of the service, with a strong framework of accountability to monitor performance leading to demonstrable quality improvements. The registered manager and leadership team supported staff to develop a sense of individual accountability and personal contribution to the development and improvement of the service. Staff consistently praised the registered manager for enabling them to enjoy and feel supported in their work, whilst expecting high standards

Staff worked in line with best practice. The quality of the service and its leadership had been recognised in the service winning or being shortlisted for a range of external awards, as well as the provider's own awards scheme. These included national care and catering trade organisations' annual awards, in the category of "Care Establishment of the Year".

Staff had regular supervision meetings with a senior member of staff. As well as providing support, these made clear to staff their roles and what was expected of them. The registered manager's records of staff supervision, and individual staff supervision notes, reflected staff had supervision at least 6 times a year. There were also observations of practice at least annually to ensure staff were following the provider's policies and procedures.

There was a plan for operating the home in an emergency, such as extreme weather, flooding, short staffing and utility failures.

The provider's data protection policy referenced current legislation and set out clearly and succinctly how the provider, registered manager, and staff at the service would meet their responsibilities. Records were clear, up to date, and readily accessible to those who needed them. Training records reflected high rates of completion of data protection training for staff and managers.

Staff and leaders understood their duty to collaborate and work in partnership with other organisations, including health and social care professionals, for the benefit of people’s care. People described to us, and in the provider’s quality assurance surveys, positive experiences of their care and how this had benefitted their health.

The service had received positive feedback from health and social care professionals. Healthcare professionals had responded to the service's quality assurance survey in March 2024, reporting that staff communicated effectively and heeded the advice given.

Health and social care professionals were complimentary about the service. A health and social care professional told us, “In my opinion, the home and leaders were aware of the resident’s needs, associated risks and care planning to ensure residents were respected as individuals and were cared for as such.”

The provider and the registered manager collaborated and worked in partnership with external stakeholders in order to support care provision, service development and joined up care. Staff and leaders engaged with people, communities and partners to share learning with each other that resulted in continuous improvements to the service. The registered manager told us the service were proud to sponsor a different charity each year.

Leaders and staff kept up to date with good practice when supporting people with specific health conditions. For example aromatherapy diffusers were used with different essential oils around the building, according to how busy or restful an area needed to be. Leaders encouraged staff to share ideas. A member of staff described the registered manager as, "Lively, lots of ideas for the home". During the assessment, there was an India day, where people and staff re-enacted the process of a flight abroad, and sightseeing while there. It included in-flight refreshments, films, slides and entertainment. This followed previous successful 'trips' to other countries. It prompted a sense of liveliness and fun amongst people, visitors and staff.

There were processes to apply learning and embed actions in response to concerns and good practice. These resulted in improved outcomes for people.

There was a significant and sustained culture of continuous, creative, evidence-based learning, innovation and improvement. This resulted in people’s improved outcomes, experience and quality of life. Governance systems ensured an emphasis on continuous improvement. This came about through the provider's reporting, audit and oversight structures.

Areas for learning and improvement incorporated into the service's ongoing continuous improvement plan. The registered manager maintained regular oversight over this improvement plan, ensuring actions were progressed.