Brookdell House

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

Leaders had the skills, knowledge and experience to perform their roles and had a good understanding of the services they managed. They were visible in the service and approachable for clients and staff.

The visions and values were displayed around the building. Staff understood them and how they were applied to the work of the service.

Governance processes operated effectively. There was a clear framework of what must be discussed at team meetings to ensure that essential information was shared.

The service had policies to guide staff in the day-to-day operation of the service. Staff collected and analysed data about outcomes and performance.

We have not awarded this service a score for Well-led.

Find out about when we will not publish a key question score and what we look at when we assess Well-led.

Staff knew and understood the provider’s vision and values and how they were applied in the work of their team. The provider’s senior leadership team had successfully communicated the vision and values to the staff in this service.

Staff had the opportunity to contribute to discussions about the strategy for the service during team meetings, daily huddles and during supervision and appraisal sessions.

Governance processes operated effectively. There was a clear framework of what must be discussed at team meetings to ensure that essential information was shared. The service had policies to guide staff in the day-to-day operation of the service. Staff collected and analysed data about outcomes and performance. They used this to identify improvements in response to our previous assessment.

Leaders had the skills, knowledge and experience to perform their roles. For example, the registered manager had managed or been involved with the provider for several years and was a registered therapist.

They had a good understanding of the service they managed and could explain clearly how the staff were working to provide high quality care. They were visible in the service and approachable for clients and staff.

Staff felt respected, supported and valued. All staff we spoke with said they felt supported and valued at the service, with both management and staff saying they felt the staff team were happy. Staff told us the role could be stressful, but that they were managed and supported by colleagues and senior staff.

There were no reports of bullying or harassment at the service, and all staff we spoke with knew how to use the whistleblowing process. All staff told us that they felt they could raise concerns to management about the service without fear of retribution.

Staff felt there was a positive culture at the service. No staff member we spoke to complained they had been the subject of racial discrimination or bullying.

We saw evidence that there were regular team meetings for staff to discuss any issues. All the staff we spoke with, told us that they were confident they could speak up if they had any concerns about the way they or the clients were treated. All staff we spoke to knew how to use the whistleblowing process.

All staff told us that they felt they could raise concerns to management about the service without fear of retribution.

There were daily opportunities for clients to feedback to the service any concerns or suggestions for change.

Managers explained how staff would be supported within the workplace and that staff were able to apply to work flexibly, for example, flexible working agreements to account for personal circumstances such as caring responsibilities and health issues.

Managers advised that reasonable adjustments could be put in place for staff members to help them carry out their role, based on their individual needs.

Staff received training in equality, diversity and inclusion as part of the service’s mandatory training.

Governance policies were in date and provided comprehensive guidance for staff. There was a clear framework of what must be discussed at team meetings to ensure that essential information was shared and discussed. The service had policies to guide staff in the day-to-day operation of the service. There was a standard agenda to ensure consistency and items included lessons learnt, governance, staffing and safeguarding.

Meetings served a clear purpose and were well managed. There were a range of meetings in place to support the running of the service.

Managers made necessary changes and ensured learning was disseminated. Governance and performance processes were effective and strong. They identified and addressed issues and were used to make improvements. This was reflected in business minutes.

The service had developed a risk management tool, which combined a health and safety assessment with risks to the service. It identified several areas of risk such as fire, utility failure, environment, staff and client wellbeing and security.

There was a business continuity plan and a risk management policy.

Managers described how the service was engaging with external stakeholders and partners. They recognised the importance of these relationships and ensuring that they were being kept informed and involved.

Clients were encouraged to attend local fellowship meetings in addition to the work they were doing on the 12-step programme.

Staff invited family members and external professionals to meetings, where appropriate, so they could discuss any issues and receive any updates about the client's care and treatment.

Staff were given the time and support to consider opportunities for improvements and innovation during team huddles, team meetings and during appraisal and supervision sessions, and this led to changes.

Leaders told us that performance was monitored by completion of regular audits. The outcomes were recorded and discussed in management meetings. This meant leaders could monitor performance over a period to ensure continuous improvement.