Bradbury Wing - 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 our last assessment we rated this key question outstanding. 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 consistently described a positive, inclusive culture where people were treated with respect and compassion. One staff member said, “Residents live a happy life and are treated with dignity,” reflecting shared values across the team. Staff understood the service’s priorities and worked together to maintainhigh standards. The culture promoted openness, learning and continuous improvement.

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.

Leaders were visible, approachable and supportive. Staff repeatedly described management as attentive and responsive, with one saying, “Management are amazing… very supportive to people we support and staff.” Leaders modelled compassionate behaviour and encouraged staff to raise concerns or suggest improvements. They supported staff development through supervision, training and recognition initiatives. Leadership promoted inclusion and ensured people’s needs remained central to decision‑making.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

Staff felt confident raising concerns and said they were listened to without fear of negative consequences. They described an open‑door approach from managers and said issues were addressed promptly. One staff member said, “Management listens to suggestions,”demonstrating a culture where staff felt safe to speak up. Staff raised concerns about physiotherapy expectations and documentation pressures, and managers took these seriously. This showed a commitment to transparency and improvement.

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 service promoted fairness and inclusion within the workforce. Staff said they were treated with respect and felt valued regardless of their role or background. They described strong teamwork and mutual support. Staff said the environment was friendly and welcoming. Leaders encouraged staff to share ideas andparticipatein service development, contributing to an inclusive workplace where everyone felt able to contribute. Staff described a respectful and inclusive workplace.

The registered manager understood the value of a diverse staff team. Due to a longstanding staff team,there had been limited opportunity to incorporate new team members, however, they could demonstrate what support would be provided, should it be required in the future.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and delivergood quality, sustainable care,treatmentand support. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

Managers and staff were clear about their roles and responsibilities and work well together as a collective staff team. There was evidence of regular audits for statutory maintenance checks, care and medication records. Action plans were updated with relevant timeframes which the registered manager scheduled reviews to ensure that these had been completed effectively.

The service used systems and processes to monitor care and support quality.

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.

The service built strong links with the local community and encouraged people to take part in activities outside the home. People regularly attended the local church and community events, and staff supported them to maintain these relationships. Staff also learned about different cultures, faiths and dietary needs to ensure people’s beliefs were respected. One staff member said colleagues were “caring, kind, compassionate,” reflecting the inclusive approach to supporting people’s cultural and spiritual identities. These community connections helped people stay active, included and valued.

The provider focused on continuous learning, innovation and improvement across the service. 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.

There were systems and processes in place to ensure lessons were learnt from incidents accidents or safeguarding concerns.These were reviewed to help identify any themes and trends which may influence a change to the practise within the home. Staff training records were regularly reviewed to ensure staff were equipped with the up-to-date knowledge and skills to provide a good level of care and support.

Staff contributed to service improvement by raising concerns and suggesting changes.

The service demonstrated awareness of areas for improvement, including workload and external service provision.The move to digital care records aimed to streamline documentation and improve oversight. Staff contributed ideas for improvement.