Bradbury House - Care Home with Nursing Physical Disabilities

On this page

• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

Caring – this means we looked for evidence that the service involved people and treated them with compassion, kindness, dignity and respect. At the last inspection we rated this key question outstanding. At this inspection the rating has remained outstanding. This meant people’s outcomes were consistently good, and people’s feedback confirmed this.

This service scored 95 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

Staff were exceptional at treating people with kindness, compassion and dignity and at creating a caring and respectful culture. People consistently experienced warm, respectful interactions from staff who knew them well and supported them sensitively with complex needs. Relatives described staff as “very caring and dedicated” and said people were treated “with dignity and great care,” with one relative stating they felt “content in the knowledge they are well cared for at all times.” Staff spoke with pride about the compassion shown across the team and described Bradbury House as a place where people were treated like “family,” even during busy periods or when people were unwell. Observations and feedback showed staff respected privacy, and maintained people’s dignity during care, contributing to strong trust and positive relationships. Professionals repeatedly noted that residents were treated with dignity, kindness and respect, and that staff knew people extremely well. People appeared settled and at ease, and staff responded with empathy when people were distressed or needed reassurance. This consistent culture of compassion contributed to the calm, positive atmosphere throughout the home.

Staff were exceptional at treating people as individuals and tailoring care to their unique needs, preferences and aspirations. People were supported to make their own decisions, including those considered unwise, in line with Mental Capacity Act principles, and of care being adapted to enable people to live the lives they chose. Relatives confirmed care was personalised and responsive to complex and changing needs, with one stating the service “supports and encourages [person’s name] to be as independent as they can be.” Staff consistently described care as individualised and strengths‑based, with people and families actively involved in care planning and reviews. Staff took time to learn about people’s histories and used this knowledge to shape daily support, activities and relationships, resulting in consistently positive individual experiences. For example, a person wished to go to the Lourdes Pilgrimage trip to France and this is supported and organised by staff at Bradbury House, friends, and Across (this is the organisation that supports this trip). This is a week’s holiday and travel is on a fully adapted bus with all required equipment such as access, hoist and beds etc, Nurses, Doctors and staff to support the full holiday. The person does this every year as this is extremely important to them.

Staff were exceptional at promoting people’s independence, choice and control, enabling people to live empowered, meaningful lives and have genuine influence over their care, treatment and environment. They worked collaboratively with a dedicated and highly skilled assistive technology team to significantly enhance people’s independence at Bradbury House. People who would previously have relied heavily on staff to complete everyday tasks were supported to independently control their environment, including turning lights on and off, using televisions, listening to music, controlling fans and accessing digital content through voice‑activated and adapted technologies. This shift had a transformative impact, enabling people to exercise choice and control over their daily routines and personal spaces in ways that were meaningful to them. People’s experiences demonstrated exceptional outcomes. One person described how assistive technology had helped them “get a bit of my life back”, explaining how being able to independently choose when to listen to the radio or watch favourite programmes reduced frustration and increased confidence.

Staff consistently promoted people’s independence and made sure people understood their rights and were supported to make informed choices about their care, treatment and wellbeing. Care plans were developed with people, and where appropriate, with families and advocates, to ensure people’s wishes and preferred ways of living were central to all decisions. People continued to lead very active lives and activities team support them in group or a one-to-one sessions, which included sit and be fit, baking days, trip down memory lane, Boccia, movie days, listen and boogie, trips out to the coast, shopping, museums, theatres and many more. People described how this improved their quality of life.

People had multiple and accessible ways to express their views and influence decisions. Regular service user meetings evidenced how people were actively involved in shaping their home, activities, menus and future developments, including assistive technology. Minutes showed people were listened to and saw tangible changes as a result of their feedback. In addition, the organisation’s “Have your Say” QR code enabled people to independently share feedback directly with the Executive Director of Quality and Compliance, ensuring people’s voices influenced senior leadership and governance arrangements. People told us these opportunities helped them maintain meaningful lives, improved their quality of life and reinforced their independence and sense of control.

Staff listened to and understood people’s needs, views and wishes. Staff responded to people’s needs in the moment and acted to minimise any discomfort, concern or distress. We observed staff were responsive to people’s needs. Staff were knowledgeable about each person and could describe their needs, including how any of their cultural needs were met.

The provider was exceptional at promoting the wellbeing of their workforce and enabling staff to consistently deliver high‑quality, person‑centred care. The management team cared deeply about and actively promoted the wellbeing of their staff, recognising that a supported and valued workforce was central to achieving outstanding outcomes for people. Staff consistently described a positive, inclusive and supportive culture, with approachable managers, strong teamwork and visible leadership. Many staff told us Bradbury House was “one of the best homes” they had worked in, and spoke positively about feeling listened to, appreciated and supported to do their jobs well. The management team took proactive steps to support staff wellbeing and morale. The service held regular staff appreciation initiatives, including national Nurse Day, Healthy Eating Day and treat days where members of the leadership team personally provided refreshments and recognition for staff. There was an employee of the month scheme to celebrate individual achievements, access to a wellbeing app, and a dedicated wellbeing room. This space was available for staff who needed time out during shifts and was also used to support relatives whose loved ones were receiving end‑of‑life care, demonstrating a compassionate and inclusive approach to wellbeing for both staff and families. Staff were supported to maintain their health, confidence and skills, which directly enabled them to provide consistent, person‑centred care. The service benefitted from a high level of staff continuity, with many staff having worked at Bradbury House for several years and a lower‑than‑average staff turnover. This stability further evidenced how well staff were supported and contributed to positive, trusting relationships between staff and people using the service.