Braywood Gardens

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 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 as inadequate. At this assessment, the rating has changed to 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 on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities. Staff were positive about the support they received from managers and had opportunities to feedback about the service. Managers ensured updates regarding people, or the service as a whole was shared with staff in a timely manner. Staff told us the registered manager was approachable and provided good leadership. They told us the registered manager was passionate, confident and happy. One person said, “He [the manager] is out on the floor 3 or 4 times a day checking how things are. He goes to talk to the residents too.”

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. All of the staff we spoke to gave positive feedback about the management of the service and told us they felt well supported. Staff told us, “I find him [registered manager] really approachable. The seniors and deputy are also approachable.” A relative also told us, “He’s [registered manager] open and honest and I have utter faith in him. He’s very approachable and has an open door policy.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. When we spoke with staff regarding being able to raise concerns with the manager, they told us they felt able to do so and that they were well supported. Staff were confident if they raised concerns the management team would address the situation, stating the manager is “really understanding and approachable.”

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them. The provider had policies in place regarding equality and diversity. Staff had opportunities to feedback to managers about their roles, working environment and any support needs they wished to discuss. Staff told us they enjoyed working at the service and felt managers were supportive and approachable. Staff respected one another, told us they felt supported by the team and reflected on recent improvements in staff morale. Staff told us they felt supported and had regular team meetings and supervisions. Staff also told us they felt managers were visible and had good oversight of the team.

The provider 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 acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate. During the assessment, we found that processes were not robust in relation to medicine audits not identifying areas of concern or improvement, such as time specific medicine and declined medicines. We addressed the concerns found in relation to medicines management with the registered manager. They took immediate action, contacting the appropriate professionals for advice and guidance, followed by updating protocols in line with the information with which they were provided. We found systems and processes in other areas were in place to ensure effective oversight of the running of the service and risks to people and staff. Managers and staff understood their roles and responsibilities. These included safeguarding trackers with the concerns, followed by lessons learnt and areas for improvement. The provider recruitment checks included details to ensure that staff were safely recruited.

The provider 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. Professionals told us the service actively sought information and advice from them when needed, and ensured information given was acted upon. The provider actively engaged with external professionals to support improvements within the service, for example arrangements had been made for someone to attend Braywood Gardens and discuss dementia and how this could affect people.

The provider 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 contributed to safe, effective practice and research. They actively contributed to safe, effective practice and research. The registered manager actively monitored accidents and incidents and took action to reduce these. The registered manager shared lessons learnt with staff, such as learning from incidents.