Bradbury 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 home carried out regular staff surveys, staff meetings and staff were able to give anonymous feedback. Staff told us, "It’s a nice place to work." Staff told us, "I find it a really lovely place to work."

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. The registered manager attended monthly provider manager meetings to discuss any changes and improvements. The management team attended other forums and webinars to ensure they were up to date with local practices. Staff told us, "Managers are approachable and always there to listen and there is always someone on site." Another staff member told us, "They are very approachable and supportive." Staff also told us, “I can go to the managers anytime and ask for anything. They are all supportive, they listen to me.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. There was a whistle blowing policy in place. The deputy manager told us, "We have an app we have brought in, a welfare app.” There was a well-being manager, staff could raise concerns to if they feel they could not approach one of the management team. There was an open-door policy and staff confirmed this in their feedback. Staff told us about staff meetings, "They are not that frequent, but I like to go to find out what is going on." Staff told us, "The management are really nice and are always around.”

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 management team explained how they implemented workplace adjustments for staff. For example, they introduced a prayer room and made accommodations for employees observing Ramadan. Some staff had learning disabilities and the management team ensured they had the support they needed. Staff told us, “There is an open culture of friendliness and teamworking." Another staff member told us, "We have a wellbeing manager, any concerns we can talk to them, we have a 24/7 support line and an open door policy and any problems I have I feel confident I can bring anything up and they will get acted upon.”

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 management team had effective quality assurance oversight and carried out regular audits and checks to monitor and improve all aspects of the home and care they delivered. They carried out environmental walk arounds to ensure the home was safe and well maintained. The deputy manager told us about the audit electronic system they used, and it scheduled weekly and monthly audits that are required to be carried out. Staff told us, "They are a nice bunch of people, very competent in what they do. Managers come around in the morning and check in.”

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 home had good communication methods with community professionals, and this was evidenced in people’s care records. Relatives were able to have lunch, and the home held coffee mornings for relatives and people, they were able to chat to the management team and ask any questions they might have. The home had good community links such as local schools visiting. The home had a minibus, and people went out on trips.

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 home had an electronic system where any improvements identified, were recorded. For example, red/amber/green identified the need, the action required and when it was completed. It was assigned to a person and a target completion date. The home had an improvement plan in place and continually monitored and drove improvements within the home.