Bradbury Outreach Services

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 management and leadership was consistent. Leaders and the culture they created supported the delivery of high-quality, person-centred care.

This service scored 71 (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 that supported people to lead meaningful and independent lives.

Staff consistently described a positive working culture and told us morale was very good. Comments from staff included, “I would say we are a positive team. They [staff] are very nice people” and “Morale is very good.”

Relatives spoke positively about the values demonstrated by the staff and said their family members were happy and well supported.

Managers were visible, approachable and promoted a culture of openness where staff felt listened to. The service’s aims were clearly focused on supporting people to achieve independence, maintain routines and live well within their communities. Staff understood these aims and could describe how their work aligned with them, for example encouraging people to engage in chosen routines.

The provider had inclusive leaders who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation.

Leaders were knowledgeable, compassionate and understood the needs of the people they supported. Staff described the manager as approachable, responsive and supportive, saying they could call them at any time and would always receive help.

Relatives also told us they were confident in the managers and valued their understanding of family members’ needs. One relative told us, “They do a pretty good job as a manager.” Another relative told us, “I know I can contact the manager, no problem. As a service, it’s just been ticking over quite nicely, throughout the years.”

Staff felt valued and supported in their roles and told us they enjoyed working for the organisation. One staff member told us, “It’s a good place to work I enjoy it, the managers are very nice people.”

Leaders were committed to modelling positive values and inclusive practice; they knew people well and ensured staff were matched carefully to people with shared interests or compatible communication styles.

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

Staff told us they understood the whistleblowing policy and felt confident to use it. Leaders encouraged honest communication, and staff said they could speak directly with the manager if they were unsure about something or needed advice.

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 told us they were treated equally and received support tailored to their needs, including reasonable adjustments where required.

The provider did not always have effective governance arrangements to identify and address areas requiring improvement. Although there were systems to monitor quality and safety, they were not consistently robust. The audits had not identified the concerns we found with the mental capacity assessment, recruitment files and gaps in training. Audits did not always include clear action points, timescales or responsibilities. The provider was working with an external consultant, and a consolidated action plan was in place, which the provider demonstrated they were making progress against. The managers were committed to improving the service and were responsive to our feedback throughout the assessment.

The service worked well with families, professionals and community organisations to support positive outcomes for people. Staff encouraged people to remain part of their communities by accessing local activities. One relative told us, “It’s been a very happy time, and that’s all we want for [name of person], to be happy and be part of their community which we couldn’t do ourselves.”

Relatives told us staff kept them well informed and involved in decisions. Partnership working with the local authority helped ensure progress on identified issues.

The provider promoted learning and improvement across the service. Staff described a learning culture where they were encouraged to reflect on incidents, share information and adapt support based on what worked well for people.

The service used check‑ins, observations and staff feedback to embed continuous improvement. While formal team meetings were infrequent, staff said communication systems were effective and kept them well informed. The manager had plans to implement regular virtual staff meetings.