Brompton House Care Home

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 requires improvement. At this assessment we assessed a total of 5 quality statements from this key question, the rating has changed to good. This meant the service was well managed and well-led. Leaders were working hard to improve the culture within the service to promote 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 told us they had worked hard to improve the culture at the service, to ensure people they supported were at the centre of care and support. New care staff who we met felt they could bring their previous care experience to help support the management team in improving the care provision for people. Staff confirmed they were listened to when suggestions were made. All staff we spoke with told us they enjoyed working at Brompton House Care Home. The management team had clear values and were aware of the direction they wanted to take the service. The area director told us they were waiting to find the right manager to support the home, who could continue to drive improvements within the culture of the service.

People and relatives were positive about the leaders of the service. All people told us they felt the leaders were capable and inclusive. One person said, “‘The boss comes round every morning. If there any problems I tell him. If you want to talk to him, you can. If he is busy he tells you he will come back and he does.” The provider was in the process of recruiting a new manager for the home, there was an interim manager in post during this assessment. A new deputy manager had also been in place since the last assessment. The new management team had evaluated issues at the service and were driving improvements. There was a culture of support being provided to the senior team and all staff working at the service. The provider consistently supported the management team to action the changes and drive improvements at the service. The provider’s leaders had the skills, knowledge, experience to lead effectively. All staff had clearly identified roles and accountability.

Improvements had been made for staff to speak up and raise their concerns. Staff we spoke to told us they were able to speak up freely and were provided with various avenues to do this. Clear information and guidance around processes and next steps were made available to all staff. All staff we spoke with were aware of the providers whistle blowing policy. All staff felt confident action would be taken where concerns were raised. Processes were in place to enable people and staff to speak up.

We did not look at Workforce equality, diversity and inclusion during this assessment. The score for this quality statement is based on the previous rating for Well-led.

Staff feedback was positive about the interim and deputy manager and the support they received to do their job effectively. One member of staff said, “[Interim managers name] has been good to me, asks me how I am doing.” The deputy manager told us they spent time working with the staff to support people by leading by example, to help continue to drive improvement. The interim manager carried out routine audits on care plans, incidents and accidents and spot checks on staff performance, and cleanliness. Where shortfalls were identified, prompt actions were taken to address this. The provider also had a robust audit system where staff who worked for the provider but not in the home carried out monthly audits and also ‘mock inspections’. These audits would highlight good practice and shortfalls. Records showed that action plans were produced with names and dates for those accountable to address these in a timely manner. We could see the provider followed up on their identified shortfalls to ensure these had been addressed and resolved. Statutory notifications were submitted when required and safeguarding alerts raised to the local authority where necessary. The provider had taken action to respond to concerns identified by partner agencies. We found the leadership team open and honest about the challenges they had faced, and they demonstrated a commitment to provide a quality service for people who were using their service.

We did not look at Partnerships and communities during this assessment. The score for this quality statement is based on the previous rating for Well-led.

The management team told us that learning was shared between the providers other services to improve care and support across the organisation. For example, lessons had been learnt at one care home, around air mattress settings being individual to the person and labelled clearly for staff to check this was right, particularly if people’s weight had changed. This information had been shared and action was being taken to address this. The area director also advised that a new electronic care system would be implemented when the new manager was in post. This system had been rolled out in some of the providers other homes, so this learning and development could be shared with staff at Brompton House. The management team felt this electronic system would benefit the care provision by promoting more accurate and real time records of care provision. The provider was clear about their vision and values and were aware they had more work to do to ensure all processes were communicated clearly and embedded to support learning and innovation. Time was being taken to ensure the right manager was recruited, while external relationships were being developed so communication could be improved upon, to ensure all were working towards delivering a high quality and consistent service to people.