Brighton Road

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. At this inspection 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.

The registered manager told us the aim of the service was to promote people’s independence, encourage choice and support people with their preferences and enable them to take risks and explore new things. A staff member told us, “I feel I have arelationshipwith the people living here. I look forward tosupportingthem with their needs and supporting them to access the community and attend appointments. We all make sure their needs are met.”

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 service had a registered manager in post. They demonstrated good knowledge of people’s needs and the needs of the staffing team. They told us they were 100 per cent supported by area director who regularly visited the service to offer them advice, supervision and training where needed. They said area director was always available and helpful. They also attended monthly managers meeting with other managers within the region. They discussed and shared good practice, lessons learned and activities for people they might not have been aware of.

Management support was available for staff when they needed it. There was a 24 hour on-call number where staff could contact managers if they need any advice or support. A staff member told us, “I have hada good experiencesincecoming here. The manager has always been there for me. Whatever I need I can ask her for.” Another staff member said, “We work as a team and that makes workeasy. It doesn’tfeel like work, so that helps.”

There were systems to enable staff and others to speak up when something was wrong.

Staff told us they had a good relationship with the management team, and they felt their opinions about the service were appreciated. We saw the minutes from a recent staff meeting, issues discussed keyworker duties, infection control, lessons learnt, staff training and incidents and accidents. We also saw the staff ‘Great Place to Work Survey’. Actions from the survey included staff accessing an employee benefits application and the employee assistance program.

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 registered manager told us they offered flexible shift patterns to support parents with young children. This enabled them to employ staff who might otherwise have been excluded from the workforce. They also respected staff religious, cultural, and personal preferences. For example, there was a dedicated room at the service for staff to pray in private and they made sure staff had time off to attend to their faith.

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.

Weekly audits carried out by the registered manager. These covered medicines, finance, environment, staff training, health and safety, service leadership checks and people we support checks. People we support checks covered personal care, any concerns people raised, choking incidents and seizures. Checks also covered the staff rota, training, fire drills and any incidents and accidents. We also saw regular audits were carried out on medicines, infection control and fire safety. For example, it was identified that the services fire safety risk assessment required updating and a night time evacuation had not taken place in line with the providers policy. We saw an action plan confirming these issues had been addressed by the registered manager.

We saw a report from an audit visit carried out by the area director 31 December 2025. The report covered observations, leadership, staff training, team meetings, restrictive practice, the quality-of-life tool, fire safety and medicines management amongst others. Issues identified included inconsistent team meetings, people’s emergency evacuation plans were not in the grab bag and the quality-of-life tool not being completed. We saw an action plan confirming these issues had been addressed by the registered manager.

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 registered manager worked in partnership with a range of health and social care professionals. They told us they worked closely with the local authority commissioning team.They said any advice the local authority provided was always helpful.

A health care professional told us they had been working with the registered manager for 4 years as they had been participating with NHS digital projects such as remote monitoring and Universal Care Planning (UCP). The UCP is a digital care plan based on what matters to people. It allows people’s wishes, along with their individual care and support needs, to be shared digitally with healthcare professionals involved in their care in London.They told us throughout this period, the registered manager had shown excellent professionalism. They had made sure the care home was compliant with the requirements for them to continue to partake in the digital projects, and they had always been keen for innovation to maintain and improve the quality of care of her service users.

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.

The registered manager told us they attended provider forums run by the local authority where they learned about and shared good practice. At a recent forum they learned about the NHS‘red bag scheme’. This isan initiative for care home residents, ensuring a red bag containing essential items, standardised medical paperwork, medication, and personal belongings (glasses, dentures, clothes), travels with them to the hospital. It improves care, reduces ambulance handover times, and streamlines discharge.The registered manager told us they had introduced the red bag scheme for people living at the service.