Bridge Haven

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 good. At this assessment the rating has remained good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care. There was an open and transparent culture within the service. Staff felt supported by the management team, equality and diversity was embraced.

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. The provider had a philosophy of care in place which staff were expected to follow. Staff were able to describe this as person centred, valuing people, involving people and getting people’s consent. Staff described how they supported people to be as independent as possible and to continue to do things they had done in the past.

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. Staff told us they had been supported by the management team following a serious safeguarding concern being raised. The provider had been open and transparent with staff and relatives about events within the service. Relatives told us they had been contacted by the senior management team individually to discuss the concerns raised and the action being taken. Staff had been offered support from external professionals, the provider told us it was important staff had the support they needed. The provider had ensured staff had received additional safeguarding training. Members of the management team were present at the service including early morning and at night to support the night staff. Staff told us they had regular supervision and discussed their development. One staff member told us, “I have a development plan to move into a senior role. I have a career path and given opportunities to develop, currently doing a national vocational qualification and medicines training.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff told us they felt confident to speak up and action would be taken. One staff member told us, “I have been able to raise any concerns and have received support, this has also come from head office.” Another member of staff stated, “I am confident to make suggestions and do this on a daily basis at the 11:11 meeting and these are acted on.” Staff met each day at 11:11 to discuss people’s needs that day and any changes or updates needed.

There were processes in place to gather staff feedback including regular staff meetings. Staff surveys had been completed, and the results were positive. Staff replies showed they were confident to raise concerns with the management team.

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 leadership team worked hard to support people and staff to understand staffs’ diverse cultural backgrounds. A member of staff told us they were fasting, at the time of our assessment, and they were supported by staff and leaders and had chatted with people who were interested during this time.

There were policies in place to promote equality and diversity. All staff were required to complete diversity training.

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. There were effective processes in place to monitor the quality of the service. There was a programme of internal and external audits and checks. When concerns had been identified, the provider completed reviews of all areas of the service. They had identified some shortfalls, and an action plan had been put in place to rectify them. At this assessment, changes had been made to reduce the risk of incidents reoccurring. Staff had been involved in the reviews and the changes made. Staff were supportive of the changes and had worked as a team to make the changes a success. Relatives told us they felt confident to make a complaint and the management team would be responsive to concerns and complaints. The management undertook regular spot checks to check the quality of the support provided. Staff understood their responsibilities and roles. Staff understood the importance of maintaining confidentiality, described why this was important and displayed this skill following recent concerns.

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. Following a recent safeguarding concern being raised, the provider, management team and staff had worked with professionals to make sure people were safe. The management team had understood their role in supporting other professionals and acting on their guidance and advice.

Staff referred people to health professionals such as the GP and district nurse. Staff had access to guidance and information from both and national forums and groups. People were supported to be part of their local community. For example, during our assessment people visited a local nursery school to listen to the children singing carols, other children visited people at the service.

The provider focused on continuous learning, innovation and improvement across the organisation and local system. There were effective processes in place to promote learning and improvements within the service to improve the quality of people’s lives. People had taken part in projects such as to assess if reducing levels of caffeine had a positive impact on people’s sleep and wellbeing. This had been in partnership with the GP and caffeine had been reduced, people’s sleep was being monitored to see if it was effective. Staff had taken part in a project to reduce the risk of falls. A falls prevention forum had been set up for the staff team to discuss what can trigger a person to fall and how staff can be vigilant. Lessons learnt were shared with the whole staff team. The provider had identified there were specific times of the day when people were prone to falling without an injury. To help minimise these events, extra staff were deployed in communal areas at these times as much as was possible. This action had been effective, and falls had been reduced.