Bradbury House - Care Home with Nursing Physical Disabilities

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 the last inspection we rated this key question outstanding. At this inspection 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 82 (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 clear shared vision, strategy and culture that promoted person‑centred, inclusive and values‑led care. The management team modelled the behaviours they expected from staff, and this was reflected consistently in the way people, relatives and professionals described the service. The culture supported openness, learning and continuous improvement, and staff described feeling motivated and proud of the care they provided. The management team ensured there was a strong focus on doing the right thing and improving outcomes for people using the service. Staff told us the home was “a respectful place to work” and spoke about a culture where “our views are important” and everyone contributed to improvements. People, relatives, professionals and staff explained how the management were genuinely committed to putting people’s needs first. Numerous examples were provided of the actions the team had taken to ensure people continued to have a good quality of life and be active players in their own lives. A staff member said, “Enjoyable, rewarding with a family-orientated atmosphere. Our people are the heart of everything we do.” Another staff member said, “I have worked in the care sector for the last six years and have been in several homes. I can honestly say if I had gone to Bradbury House first I wouldn't have moved anywhere else. Having been elsewhere I find Bradbury to be very professional in the work they/ we do and every effort is taken to administer care to their residents the correct way. We always work in teams and are very supportive to one another, as are management.”

The provider had exceptionally 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. The registered manager had recently been awarded a recognition award at the Organisations Conference for Bradbury House. The award was for outstanding quality and care and believed achievement was “down to the dedication, hard work, loyalty and consistent support from all the team at Bradbury house an achievement every single staff member should be proud of.” Staff consistently reported that management were “approachable, supportive and available,” and that they felt “trusted, valued and supported.” Staff described a leadership approach grounded in kindness and inclusive decision‑making, with senior staff role‑modelling good practice. A staff member said, “I do feel my views are listened to and have no issue talking to our [registered] manager or deputy manager. They are open and approachable and take time to listen and find solutions to any problems. I am encouraged to take job ownership and make changes if needed around the home to improve our services.” Relatives told us leaders were responsive and accessible. A relative said, “We can discuss anything with a manager and deputy manager always done in a polite way and acted on very quickly.”

The registered manager fostered a positive culture where people felt they could speak up and their voice would be heard. Regular meetings provided opportunities for discussion, and management was described as approachable. They promoted openness and encouraged feedback. People, relatives and staff told us they felt confident to raise concerns with the registered manager and these would be listened to and acted upon. A staff member said, “I have worked for Bradbury house for years and love working there the staff are amazing and we all get on. It’s safe place to work in, we have 2 people working together all the time you are never alone we have training ones a month on line I have never had a problem with anyone if we did I know [the registered manager] would help us out and sort it out for us. I have felt like you are on your own like I have in other.” Another staff member said, “I would like to let you know what a lovely place Bradbury is to work, we are lucky to have such supportive management.”

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who work for them. The provider and registered manager valued diversity and ensured they followed best practice guidance. Staff described a respectful environment where everyone worked really well as part of a team and spoke positively about the support they received from leaders.Training was available to help staff understand people’s diverse needs, and care records showed good consideration of cultural, personal and communication preferences.

The provider and management team 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. Staff were clear about their roles and responsibilities, and recruitment practices met regulatory requirements. One staff member told us, “We have monthly meetings with the manager, deputy manager, nurses and senior carers to discuss governance and raise any issues of concern. These are helpful. Views from all members of the team are listened to and suggestions around improvements are listened to and taken on board.”

Staff worked collaboratively with healthcare professionals to support people’s needs. Staff clearly understood and carried out their duty to work in partnership and provide a seamless service. They shared information and learning with partners and collaborated for improvement. Visiting professionals praised staff knowledge and their communication with them. Relatives reported that staff were responsive and approachable, and the home maintained positive relationships with families. People reported they found the staff closely tailored their work to people’s needs and had supported them to experience positive outcomes.

The management team focused on continuous learning, innovation and improvement across the organisation and local system. They demonstrated a commitment to continuous learning and improvement. Staff described a strong learning culture They encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people. One staff member said, “I am involved, alongside the other nurses in looking at where lessons can be learnt. We reflect on issues when people have been unwell or admitted to hospital, discussing what could have been done differently. My suggestions have been used.” Another told us, “I always feel my views and suggestions are taken on board, we can always try new ways of working or looking at how we can improve, if the suggestion does not work then at least it has been tried and not ignored.”