Bridge House

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.

This is the first assessment for this newly registered service. This key question has been rated 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.

The service focused on providing high-quality, person-centred care, supporting people to achieve their goals and aspirations and be viewed positively within the local community.

The registered manager demonstrated a strong commitment to continuous learning and improvement.

Staff were positive about the way the service was managed and told us they were clear of their roles and responsibilities. They felt the registered manager promoted an open, supportive culture with strong teamwork and good communication. One staff member told us, “They [leaders] are easy to approach and raise concerns with”.

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.

We received positive feedback about the management of the service from staff.

Throughout the assessment we found the registered manager to be organised, honest, transparent and committed to providing high quality compassionate care. They were receptive to feedback and demonstrated a clear commitment to the services values.

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

Staff were encouraged and supported to speak up if they had any concerns and had received training around whistle blowing. They were supported to have their say and make suggestions for improvements through regular supervisions and appraisals, and attended meetings with the managers, colleagues and people living in the home.

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.

Staff received training on equality, diversity and inclusion to raise awareness and promote an inclusive culture in the home and we saw evidence of staff and people engaging with cultural religious celebrations and practices.

No one raised any concerns regarding workforce equality, diversity and inclusion during the assessment.

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.

Care was provided was in line with current best practice guidance right support, right care, right culture. People received appropriate support and lived in suitable accommodation with people who were they were compatible with to enable them to live the life they chose.

Leaders in the service ensured there were robust governance systems and processes in place. For example, having oversight of the digital system used for recording people’s care.

Robust systems were in place to monitor the quality and safety of the service, including regular audits and oversight from the registered manager. These systems supported ongoing monitoring and continuous improvement.

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 provider collaborated with other professionals, such as GP’s, social workers and learning disability teams, to ensure people received holistic care that met all their health and wellbeing needs. The provider was aware of which services were available and how to access support. Leaders worked with people, their representatives and staff to build a culture that focused on enabling people to enjoy their lives.

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.

The service had a proactive culture of continuous learning and improvement. Audits and checks were carried out to identify issues, and where lessons needed to be learnt, the provider acted promptly and shared learning with staff during meetings.