Broadgreen Hospital

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

We rated this key question good. Leaders and staff had a shared vision and culture based on listening, learning and improvement. Leaders were visible, knowledgeable, and supportive. Staff felt supported to give feedback and raise concerns free from bullying or harassment. Staff understood their roles and responsibilities. Leaders were familiar with the risks directly affecting wards and divisions and worked to mitigate those risks. There was a culture of continuous improvement, with staff given time and resources to try new ideas.

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 evidence showed a good standard. Leaders had a shared vision, strategy, and culture. This was based on transparency, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and the local communities.

Leaders were able to explain the improvement measures that had been undertaken to improve reablement services for patients. This included how they worked together and shared learning with leaders at other sites across the trust.

The trust vision and values were ‘’we work together to support our communities to live healthier, happier, fairer lives” and leaders described how this impacted the department. The focus, at the time of assessment, was to simplify complexities of the local health care system so that people could be admitted and discharged with the care they required, bringing health and social care providers together to collectively care for the patient and reduce the time spent in hospital for patients who did not need to be there.

The evidence showed a good standard. The service 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 triumvirate leadership team for medical care demonstrated the trust values and were described by staff as being credible, supportive and promoting a positive culture. Along with other trust senior leaders they had actively participated in professional development to help identify working styles and how to enhance working effectively together. The leadership and management supported development of leaders through training.

The trust improvement plan was central to development priorities and ensuring information was cascaded through all levels of staff.

We were informed that the meeting structures were balanced and allowed opportunity for leaders to have their voice heard, feedback to be given and information to be shared to and from the board, in a more streamline format, with minimal focus taken from daily work on site.

Staff told us they had good lines of communication and working relationships with their managers who were accessible and visible. Staff understood reporting mechanisms and the purpose for them. They presented themselves as feeling confident and safe to use such reporting structures, free from fear of reprisal and they were knowledgeable about the risks facing their services.

The evidence showed a good standard. The service fostered a positive culture where people felt they could speak up and their voice would be heard.

The staff told us they were aware of freedom to speak up (FTSU) guardians and processes. They knew where to access information if they didn't know and how to navigate the guidance. Managers and leaders encouraged staff to openly talk about concerns as well as incident reporting.

The trust had a Freedom to Speak Up: Raising Concerns and Whistleblowing Policy which detailed what and how staff could raise concerns and what the process and actions that would be taken were. The policy was easy to follow and well laid out. It named individuals who were identified as FTSU guardians. Information about FTSU was displayed throughout the division on posters.

The evidence showed a good standard. The service valued diversity in their workforce. They work towards an inclusive and fair culture by improving equality and equity for people who work for them.

Staff did not report any concerns about negative behaviours of lack of inclusivity.

Leaders described how they worked with staff to improve organisational culture which included meeting with staff regularly and visits to all areas across the hospital. Staff told us they were aware of the trust’s improvement programme and how it was being employed at Broadgreen Hospital. Staff had access to the Elevate Leadership Programme which is a bespoke leadership programme for Black, Asian, and Minority Ethnic colleagues for Bands 4 to 6 and their clinical equivalents. Staff wellbeing initiatives were available, and managers and leaders completed further training in how to support staff with reasonable adjustments in the workplace.

The evidence showed a good standard. The service 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 act on the best information about risk, performance, and outcomes, and share this securely with others when appropriate.

Staff were confident in their understanding of risk, how to escalate, action and report it, both to managers and through reporting systems.

Senior staff were familiar with the risks directly affecting their wards and divisions and they told us about work ongoing to mitigate those risks. The LQA provided a way to encourage staff participation and drive improvement keeping the patients central to it.

The division had established governance, management and accountability structures drawing information from staff and also feeding it upwards to board allowing clear oversight across key areas.

Risk registers were used throughout the division, and they were reviewed regularly.

The evidence showed a good standard. People’s views and experiences were gathered and acted on to shape and improve the services and culture. This included people in a range of equality groups. People who used services, those close to them and their relatives were actively engaged and involved in decision-making to shape services and culture.

Leaders 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 leadership team understood how their staff felt about delivering care that met both the physical and mental health needs of patients.
Staff and leaders worked in partnership with key organisations to support care provision, service development and joined-up care. Partners we spoke with advised there were no concerns in relation to staff working together, inclusivity and partnership working.

The trust’s strategy aligned to local plans in the wider health and social care economy, and services were planned to meet the needs of the relevant population.

The evidence showed a good standard. The service 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 contribute to safe, effective practice and research.

During our onsite visit we observed an enthusiastic and open staff body, keen to learn and improve services. Staff understood how to do this, and the processes were in place to learn from incidents and complaints.

The department, in line with the trust, encouraged learning, improvement and innovation using the Liverpool Quality Assessment scores which was received positively by staff.

Quality improvement was evident throughout the division with the location currently having estate reconfiguration to allow some of these initiatives to move forward. Overall, the division were proactive towards quality improvement. Each ward had their own quality initiative improvement projects and staff spoke enthusiastically about the outcomes achieved as a result. One ward had not had a patient fall in 350+ days due to focusing on how to prevent falls and the use of decaffeinated drinks to prevent stimulation and getting out of bed at night.

‘Thank you' cards and compliments from patients and their significant others were on display in staff areas. Staff told us they frequently received positive feedback from senior management and leaders.