HF Trust - Bradbury

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 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. 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.

In our conversations with staff, they continually referred to how well they worked together as a team. They told us they all shared the same values which were rooted in supporting people to live full and meaningful lives. Comments included, “We are all here for the same reason, it’s a pretty cohesive team”, “It’s a happy place, every day it's really nice. Feel so good when [the people we support] have a good day, feel like you are making a difference” and “It’s the happiest I've been in a job for a long time, it’s a great team.”
Staff also told us they were able to raise any issues among themselves without fear of being seen as criticising or ‘getting at’ other staff. One told us, “You can point anything out and it’s not taken the wrong way. To be honest it’s normally just a cleaning task that hasn’t been done, sometimes we are busy and things get missed. We understand that.” Another said, “One of the best teams for supporting each other. Everything is dealt with before anything festers. There is no animosity.”

The provider did not have a clear shared vision, strategy and culture which was based on transparency, equity, equality and human rights, diversity and inclusion, and engagement. They did not always understand the challenges and the needs of people and their communities.

The registered manager had been absent from work for over a year. On their return to work approximately 2 months before the inspection, they had a ‘catch up’ meeting with the organisation’s head of care. They had not had a formal return to work meeting or any supervision sessions. However, they told us they met regularly with other local registered managers, and the head of care was responsive to any requests for advice.
Staff told us they were well supported by the registered and deputy manager who were available for advice and guidance at any time. The office was based in the same building as people’s accommodation which enabled managers to maintain a day to day understanding of people’s needs and how they were being supported. Staff comments included, “I never feel I can't ask a question” and “[Name] is a really good service manager, the team look up to [pronoun] and respect them.”

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

Staff meetings were held as well as staff supervisions and appraisals. This meant the registered manager was able to share and demonstrate organisational values with the team. A whistle blowing policy outlined the actions staff could take if they had any concerns.
Relatives also told us they would be confident to speak up if needed. Comments included, “I have raised things, petty things, they have all been dealt with” and “It would be easy if I did have to raise anything.”

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 always treated fairly, and the organisation was flexible when they had responsibilities outside of work. One member of staff told us, “When staff had any specific circumstances which restricted who they could work with or the type of work they could do, individual risk assessments were completed.

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 systems to monitor quality and manage risk. The registered manager completed regular audits to monitor service performance. There were regular checks of people’s monies, both internally and by an external manager.

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 service worked with other agencies in order to provide joined up care across services. Information was shared appropriately and in people’s best interest. An external professional commented, “On each visit, a manager or deputy manager has been available and approachable. They have been welcoming, accommodating, and willing to take the time to discuss individuals’ needs. They have also consistently provided relevant information when requested.”

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.

There were systems to monitor the service and drive improvement. Managers reviewed care plans and risk assessments. Incidents and accidents were recorded and any themes identified. The registered manager was responsive to the inspection findings and discussed areas for improvement with staff shortly after our inspection visit.