Working at Broadlands

Staff fully understood their roles and responsibilities in keeping people safe from harm. They raised safeguarding concerns appropriately... The registered manager carried out regular reviews of accidents and incidents in the home... to identify if there were any trends or patterns, with actions taken to mitigate risk and prevent reoccurrence.

Staff were visibly proud to work in the home, they were passionate and motivated to providing a high standard of care to people. A member of staff commented, 'There's a real desire amongst the staff whatever your role to want to do better, achieve more for the [people] and we work together to achieve this.'

There continued to be enough staff with the right skills and experience to meet the individual needs of the people who lived in the home. There was an established staff structure with a low turn-over of staff that ensured continuity of care.

The management team had a rolling supervision and performance-based appraisal programme in place. Staff gave examples of training opportunities they had accessed in relation to their own development goals. Such as achieving professional qualifications in care.

The registered manager was an active and visible presence in the home. One person described how the registered manager had stepped up to ensure people did not miss out on a meal time favourite. They said, 'There were problems with the cooker [gas supply] so the manager took the meat home, cooked it and brought it back [for the Sunday roast].'

People continued to be provided with a stimulating range of social and recreational activities... We go out on outings you know. We went to the Cathedral in Norwich... garden centres and Gorleston Beach... musical concert held in the homes garden... Broadlands had participated in several initiatives, accreditation schemes and research projects.