BrendonCare Otterbourne Hill

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 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 ontransparency, equity, equality and human rights, diversity and inclusion, engagement,and understanding challenges and the needs of people and their communities. Leadership promoted openness, safety, and inclusion. Values were visible across practice, and community links supported wellbeing and social connection for people using the service.

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. Leaders were accessible and supportive. They understood challenges people experienced, including declining health, loneliness, and reliance on carers.

The provider fostered a positive culture, staff felt confident raising concerns. Leaders responded constructively and encouraged transparent practice.

The provider promoted equality and supported staff to deliver culturally sensitive and inclusive care.

The provider had clear responsibilities, roles, systems of accountability and goodgovernance. Governance systems ensured safe and reliable care. Audits identified trends such as falls or medication issues, leading to proactive adjustments. Care records were updated promptly. A staff member said, “We are asked for feedback at meetings and I feel safe to share my ideas”.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. Partnerships with GP's pharmacies, community groups, and social care teams supported early intervention and improved outcomes.

The provider encouraged creative ways of delivering equality of experience, outcome and quality of life for people. Continuous improvement shaped service delivery. Staff reflected on incidents, such as near falls or missed meals, and updated practice. Digital tools supported communication and safe care delivery.