Bradley Apartments

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 requires improvement. 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.

Leaders involved people, relatives and staff in the service so that everyone had the opportunity to comment and be involved in the service. Staff meetings took place and gave staff an opportunity to share ideas and suggestions. Closed cultures were an active discussion in these staff meetings, so if they started to develop, they were quickly identified. All staff had completed training in closed cultures, and were able to recognise and act if they started to develop.

We observed staff interactions with people, which were kind, caring and respectful. This showed staff demonstrated the values of the organisation. Staff explained, “There is a collaborative approach to support people,” and “We have staff meetings were discuss a range of areas and then we work together, positively.”

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.

The registered manager told us they felt supported by senior managers. They attended regular managers meetings where they learned about and shared good practice.

The registered manager was supported by the nurses and team leaders. The service had employed a deputy manager, and they were waiting for the employment checks to be completed.

Staff we spoke with told us the management team were, “Very approachable and supported them to carry out their role,” and “Nurse and team leaders support us every shift. There is always support and we contact them by the telephone if needed.”

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

The registered manager was aware of the importance of supporting staff to speak up. There was a culture of speaking up where staff were able to raise concerns. There was a freedom to speak up policy and a freedom to speak up champion in place and a wider freedom to speak up guardian.

Staff were able to identify the freedom to speak up champion and guardian. Staff said, “I can talk about anything that concerns me, it is 100% welcomed,” and “It is very open for staff to and speak.”

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 provider had policies and procedures in place regarding equality, diversity and inclusion and all staff had received training on equality and diversity. We received feedback from staff who explained when adjustments were needed, they were made to support them with their personal circumstances. Overall staff were positive about working at Bradley Apartments and felt they were supported and treated with respect. One staff member told us, “Everyone feels equal and we able to talk about things.”

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. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate. The provider was previously in breach of this regulation and has taken actions to ensure this regulation has been met.

The registered manager had good oversight of the service and was supported in their role by the provider. The provider had structures in place to monitor and improve the quality of care they delivered. Systems such as audits and quality monitoring were used to check the quality and safety of the service and actions were taken to address issues highlighted.

There was good oversight of medicines management with regular audits and responsive action takenwhen issues wereidentified.

The registered manager explained they have been adapting the quality assurance tools to suit the service better and discussed further improvements they want to make.

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.

They sought out activities within the local community to enable people to be as involved as they would like to be. For example, people had the option to attend a local activities centre to complete a range of activities which did include sessions on independence, developing skills in IT and discussions about their own health and wellbeing.

People also accessed the local community and completed the food shopping for their apartment. A staff member explained, “People also do their apartment food shopping, so they are always talking to people who work there and have started to get to know them and build relationships.”

Staff were also aware of the value of working in partnership, with professionals, people, relatives and with other staff. One staff commented, “We've got a range of different people who provide support, OT's, nursing, psychologist. External family and activities centre, everyone inputs to make peoples life's better.”

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice.

Actions were recorded by the registered manager where required and monitored to help ensure that areas of improvement required were implemented to enhance the quality of the service provided to people. This plan identified a range of improvements that included infection prevention and control, health and safety, care plans and governance.

Staff could attend regular reflective practice feedback meetings with the organisation’s psychologist. This meeting takes place without the registered manager. This allows staff to be open and to share ideas. This is then feedback to the registered manager with recommended actions.

Staff told us they were encouraged to be involved in discussions on how to improve the service for people. A staff member told us, “I am quite happy put suggestions forward if it was something that would change for the better,” and “The registered manager asks us to come and share any ideas.” Relatives also all described the staff and management of the service as open and approachable.