Brockholes Brow - Preston

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

Improvements had been made. People could be assured that governance systems were designed, used and monitored to improve the service provided. Any lessons learned were identified and shared with staff. Staff were supported by the management team and communicated changes and good practice to them to support positive outcomes for people. There was an open culture and team working was evident.

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.

Management ensured there was a shared vision and strategy and that staff in all areas knew, understand and supported the vision, values and strategic goals and how their role helped in achieving them. The registered manager told us they were proud of the positive changes they had made at Brockholes Brow- Preston. They praised the nominated individual stating, “We have the same vision.” Staff told us they welcomed meetings to learn about any changes and good practice. A staff member described the meetings as, “Very informative.”

The registered manager and provider had systems to ensure service priorities were addressed and the refurbishment of the environment remained ongoing while still delivering a quality service.

The management team had the relevant skills, knowledge, and experience to effectively lead the service. Management were visible and led by example, modelling inclusive behaviours and communicating effectively with people. The registered manager was knowledgeable about their regulatory responsibilities and also about the priorities for the development of the service. Staff told us they felt morale was good and the changes that had been made were positive. A staff member commented, “[Registered manager] is caring, she has so much knowledge.” A further staff member said, “I love the fact the managers' want what’s best for people.”

The registered manager and provider were accessible to staff and sought to engage with them on a regular basis. Meetings were held and celebrated staff success and provided up to date information on best practice. Staff told us they found the meetings useful.

Staff told us the management team were visible within the home and were confident they would listen to any concerns they raised. A staff member told us they were certain any concerns would be acted on. They said, “There’s no them and us here.” A further staff member said, “I can talk to the managers about anything.”

Staff told us that management had driven improvement within the home and with their personal development. We observed and took part in open and transparent conversations which promoted their integrity. The provider had policies to support staff to speak up, raise concerns, drive improvement and keep people safe. Policies were accessible to staff and conversations with staff showed they were aware of them and how to access them.

The provider took action to review and improve the culture of the organisation in the context of equality, diversity and inclusion. They had considered underrepresented groups and the needs of people at the service when recruiting staff. They had reviewed and enhanced terms and conditions to support staff wellbeing and finances.

There was an Equality and Diversity policy in place, which was followed in practice to help ensure people and staff lived and worked in an inclusive environment.

The provider worked with partners in care to ensure continuity of care was embedded to keep people safe. When required, people had regular consultations with health professionals which helped build positive relationships. Staff told us the registered manager was knowledgeable and worked effectively with all the staff. A staff member spoke positively of the governance systems at the service. They told us, “If anything needs updating we get told and we do it. We have a good system.”

The provider had set up systems to check the quality of the service. There were clear and effective governance, management and accountability arrangements. Staff understand their roles and responsibilities. The management team carried out audits and checked the standards and quality of the service. We observed management were visible within the home and knew people well and were knowledgeable on people and their likes and support needs.

People could attend events with other organisations facilitated by Brock Holes Brow Brow – Preston. The service had facilitated an event focusing on mental health and wellbeing which was organised by Lancashire County Council. This meant people could access best practice information and participate in events if they wished.

The provider was working with national organisations to promote and develop best practice in health and social care. This included external organisations and events being facilitated at Brockholes Brow – Preston. Staff told us they had been supported to undertake activities which would drive improvement. A staff member shared they had been enabled to temporarily work at another home which was not owned by the registered provider. They shared they had learnt new information and different ways of working that supported them to deliver safe and effective care. A further staff member told us how they had attended training to support mental well-being. This would enable staff and people who used the service to talk with a person who was able to offer some support and signpost them to other sources of help.

External health and social care professionals told us they had no concerns with the service provided.

Management engaged with people, communities and partners to share learning with each other that results in continuous improvements to the service. The provider had a community hub. Activities included coffee and cake mornings where advocacy in (BSL) was available. They had a Facebook page which advertised knitting clubs and staff share through signing their experiences of working in a deaf environment. The registered manager attended best practice forums and implemented best practice guidance if it was appropriate to do so.

Staff were supported to develop their skills around improvement and innovation. This included (BSL) training for all staff employed. The registered manager and nominated individual told us they attended relevant best practice forums to drive improvement and were currently using an audit tool which supported best practice. The registered manager was providing support and mentoring to senior staff to enable them to understand the role of registered manager and increase their skills.

Management had a good understanding of how to make improvement happen. They had oversight and had short term and long term plans to drive improvement and enhance people’s quality of life.