Bridgeway Care Home

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 outstanding. This meant service leadership was exceptional and distinctive. Leaders and the culture they created drove and improved high-quality, person-centred care.

This service scored 89 (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 registered manager worked closely with people, their relatives, staff, and external professionals to create a culture focused on helping people enjoy fulfilling and meaningful lives. One relative commented, “What has been created here is a wonderful warm caring family home and that is down to the manager and the staff under his guidance. The manager has an open-door policy so we can see him any time.”

Management had created an outstanding culture characterised by openness, positivity, and accountability. They were highly visible and approachable and consistently demonstrated the service’s values through their daily interactions with people, relatives, and staff. Their leadership provided a strong and consistent example, ensuring expectations remained clear and aligned with the service’s vision. When we (CQC) arrived unannounced the registered manager messaged all families that there was an assessment in progress and would they like to visit. Multiple relatives visited and waited to share the positive outcomes their family members had achieved and praise the management team.

Reflecting on the leadership of the home, one person said, “You can’t forget this home. It’s changed because of him (registered manager). He changed it for the better. (Provider) is the loveliest person you can meet. They’re not carers to us we are a family and I couldn’t be prouder to be part of it.” A second person said, “The manager is so kind. Will always help me.”

Staff told us there was a culture of collaboration where everyone was listened to and encouraged to contribute to the continuous development of the service. One staff member told us, “The best thing about working here is being able to help people achieve things, live life to the fullest, see people smile, look well, dress well. It’s so good to hear laughter and see people, all people smiling.” A second staff member said, “It’s a lovely place to walk into. The residents are amazing, we care about people, care about each other. It’s a beautiful place to be. Even the cleaners respond to the emergency buzzers as the cleaners interact with people as well.”

Relatives described the manager as caring, accessible, and knowledgeable. One relative told us, “The manager is always around to chat to and runs a great team. His door is always open for a chat or just a bit of information. Because the manager cares about his staff he gets the best out of them.” Another relative said, “Good work practice starts at the top and because the manager works alongside staff then that is what happens here.”

Health professionals also recognised the positive impact the management team had on people’s lives. One health professional who visited the home regularly emailed, ‘Through strong managerial and clinical leadership the team come together to create a home filled with love and joy for their residents.’

Quality was continuously monitored, and feedback was actively sought and used to drive improvement. This included out-of-hours, night-time, and weekend visits by the management team. Policies, training, and working practices were regularly reviewed to ensure care remained consistent, responsive, and aligned with people’s needs and aspirations.

As a result, the service delivered care that was respectful, inclusive, and tailored to each person, underpinned by a strong and shared culture focused on what mattered most to people.

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.

Management had the skills, knowledge, experience and credibility to lead effectively. Leaders’ role-modelled inclusive behaviours at all times. The registered manager’s approachable and visible leadership style was reflected throughout the home's culture, where people experienced care that was person-centred, inclusive, and delivered with genuine kindness and compassion. One person told us, “Four years ago, it was a mismatch of staff who didn’t click. Staff now are committed, connected and want the best for each and every one of us. Every day I get to see incredible people and a manager that wants the best for his staff and the very best for us.”

Relatives praised the registered manager and management team who prioritised the needs of the people they supported. One relative shared by email, ‘[Registered manager] is one of the kindest and most compassionate people we have come to know. His enthusiasm, leadership, and commitment have visibly transformed the home.’

Staff praised the registered managers kindness, knowledge and leadership skills. One staff member said, “[Registered manager] has made this home into a dream home. Even with the CQC visit years ago I’d panic, today I am confident it's all in hand. [Registered manager] has got it covered.” Other staff comments included, “[Registered manager] he’s easy going taking a flexible approach, It’s all about the residents. The care home is full of life.” And “[Registered manager] has changed everything; it’s never been better.”

The management team also undertook out-of-hours visits, including evenings and weekends, to observe the quality of care being provided and to participate in activities alongside people and their relatives. This helped leaders remain connected to people's experiences and ensured they had direct oversight of the culture within the service at all times.

Successes, achievements, and areas for development were shared openly with people, staff, and relatives. This transparent approach encouraged involvement, strengthened relationships, and supported a culture of continuous improvement.Digital systems were used to support communication with families, monitor care needs, improve oversight, and help ensure people received personalised support that reflected their preferences and goals.

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

Policies were in place to support whistleblowing, and the manager promoted a culture of speaking up. Bridgeway Care Home had a “Speak Up” policy that all staff must comply with. The “Speak Up” policy required all staff to ‘Speak Up’ if they have any concerns about the care home.

The provider promoted a positive culture of openness and honesty. Staff told us they felt safe to raise concerns, share ideas and speak openly, with one staff member commenting, “We are encouraged to share ideas, I can share anything, anytime.” Daily meetings took place and team meetings were held regularly, and staff told us they felt included and were able to share their views

During discussions, staff consistently shared that they felt listened to, valued, and supported by the management team. They were confident that any concerns raised would be taken seriously and acted upon promptly. The provider had established policies and procedures that promoted a positive ‘Speak Up’ culture, enabling staff to raise concerns safely, openly, and at an early stage.

Staff also had access to QR codes throughout the home, allowing them to provide anonymous feedback or report concerns if they preferred. The home displayed clear messages reinforcing that abuse towards staff would not be tolerated. These messages reflected the provider's core values that everyone should feel welcome, accepted, celebrated, respected, and loved, and that abuse, bullying, and discrimination have no place within the service.

Staff described feeling increasingly supported in their roles, more confident to speak up, and more involved in their own professional development. This positive culture contributed to improved staff morale, stronger retention, and greater consistency of care for people living at the home.

There was a clear commitment to learning from issues raised, with feedback used to drive improvements in the quality of care provided. This supportive and responsive approach fostered an environment where staff felt safe to speak up, helping to ensure people received consistent, safe, and high-quality care

The provider strongly valued diversity in their workforce. They had an inclusive and fair culture which had improved equality and equity for people who worked for them.

There were appropriate policies in place to support workforce equality and diversity. Staff told us they felt valued and were confident that the registered manager and provider promoted inclusion and equity. They fostered a culture where diversity was respected and inclusion was actively encouraged, resulting in a confident, supported workforce and the delivery of high-quality, person-centred care. One staff member commented, “Nobody is better than anyone. Staff work really hard together and are kind and compassionate.” The home also had a designated quiet room where staff could pray, reflect or practise their faith, demonstrating respect for individual beliefs and spiritual wellbeing needs.

Throughout the year, a range of cultural, faith-based, and awareness events, including Christmas, Easter, Eid, and Pride Month, were actively promoted. These events provided meaningful opportunities for people to celebrate who they were, share their experiences, and learn from one another. By involving people, their relatives, staff, and members of the wider community, these occasions helped create a sense of belonging and encouraged respect for different backgrounds, beliefs, and life experiences.

The events were more than celebrations; they provided important opportunities to challenge stereotypes, increase understanding, and build stronger connections between people from different communities. One staff member involved in the Pride celebrations said, “When people are exposed to different communities, it helps remove stigma and shows that there is no need to be afraid of or judge others. We open up Pride events to the local community, including Tesco, GP practices, pharmacies, and other care providers.”

This approach demonstrated a strong commitment to recognising and valuing individual differences, promoting equality of opportunity, and creating an environment where people felt respected, accepted, and confident to be themselves.

Staff had equitable access to the provider's training academy, which supported development opportunities. The registered manager encouraged career progression and personal growth through individualised workplace adjustments where required. These were regularly reviewed to ensure staff felt listened to, included, and able to work effectively in their roles.

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.

There were robust governance processes that evidenced good quality assurance and management oversight. These systems operated effectively and were used to monitor performance, manage risk and drive continuous improvement.

The registered manager promoted an inclusive, transparent and open culture, with a focus on continual learning, development and growth. As part of their role the registered manager shared performance records within team and resident / relative’s meetings. These included buzzer response times which were consistently very good, compliance with other agency inspections such as Infection prevention, NHS contracts, health and safety and Lancashire Fire and Rescue teams.

Staff told us they felt well supported and empowered to develop in their roles, and management were well organised and demonstrated a clear commitment to nurturing talent and recognising achievement.

The provider clearly understood and fulfilled their duty to collaborate and work in partnership. Services worked seamlessly for people, and information and learning were consistently shared with partners to support improvement.

The provider demonstrated excellent links within the local community. They had won an Industry Placement Employer of the Year award from a local college. The registered manager told us, “We have been delighted with the partnership with College. The only qualification people need is do you care? Everything else can be learned. We should invest in people, give people opportunities.” Feedback from students included, ‘Thanks for making our work experience full of memories for a lifetime.’

The registered manager supported people to raise money for charities of their choice. For example, one person raised money for the air ambulance and another for Marie Curie. The directors also contributed to local fundraising initiatives. One person told us, “I went and presented a cheque, that was something I thought I could never do.” One relative commented, “My [family member] is never left out of anything. The home have even helped him with his charity endeavours. He raised £600 for the air ambulance, with the homes help.”

One person worked alongside the registered manager as a resident ambassador. They told us, “I go round and chat to everyone and those ideas get brought into the activity plan.” This demonstrated that peoples were listened to, valued, and used to influence decisions that affected their daily lives.

The home collected Easter eggs each year for a local children’s hospice and acted as a drop-off hub for a local food and clothes bank. The registered manager told us, “Key people invested in me, wonderful people helped me. It is important to give back. A helping hand in the right moment makes a difference.”

The provider shared information and learning with partners and collaborated to drive improvement. The management team and staff attended local authority provider forums, which they said supported improvement through updates from commissioners, the sharing of best practice, and guest speakers. One staff member told us, “We go to forums to see what’s working well, to see what other homes are doing.” The provider also hosted a learning disability forum on site. When asked why, the provider told us, “I want to grow our brand, lead by example. We get to learn and I want others to learn from us.

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 and research.

Learning was shared with staff through team meetings, daily meetings and individual supervisions which supported staff to reflect on their practice and develop their skills. This created a culture where staff felt confident to learn and continuously improve. The registered manager used meetings to ask staff how the service could improve.

Designated champion roles further supported this learning culture. One champion told us that any information relating to their area of specialism that needed to be shared with colleagues or the clinical team was communicated immediately through electronic systems to ensure timely updates and effective coordination of care.