Bradbury Gardens

On this page

• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

Caring – this means we looked for evidence that the provider involved people and treated them with compassion, kindness, dignity and respect.

At our last assessment we rated this key question good. At this assessment the rating has changed to outstanding. This meant people were truly respected and valued as individuals; and empowered as partners in their care in an exceptional service.

This service scored 90 (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 always treated people with kindness, empathy and compassion and respected their privacy and dignity.

Relatives spoke positively about the staff approach and kindness shown. One relative said, “I am confident the care and support my loved one receives is consistent and not just when I am visiting. My loved one will often video call me and can do so without help. On these occasions the staff would not know I can see and hear them. I have never known anyone does not knock and ask permission to enter. They are always respectful and offer choice.”

People told us they felt happy, safe and comfortable with the staff. We observed staff were respectful, for example knocking before entering people’s rooms and helping a person to manage their anxiety.

People told us they felt safe and valued. Observations throughout the assessment showed staff interacting with people as equals, with kindness, humour and respect, promoting dignity and positive outcomes. We saw examples where staff had moved their shifts to accommodate people’s needs and preferences. A deputy manager told us, “We move our hours around, so we're present to help [people] with their appointments etc.”

Without exception, staff spoke about the people they supported with kindness,compassion and dignity. A staff member told us, “I love working with [the people] here. We get to see them every day. We have a bond with them and we're like their second family. It’s a rewarding job and I like to feel I've made a difference.”

The provider treated people as individuals and was exceptional in how they made sure people’s care, support and treatment met people’s needs and preferences. The provider took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

Staff demonstrated a detailed understanding of people’s personalities, aspirations and preferred ways of communicating. People were supported using individualised communication methods, including AAC (Augmentative and Alternative Communication device), partner-assisted communication and personalised signing systems.

People told us they were central to the decisions made about their lives and futures, including where they wished to live whilst at college and beyond. We heard how one person was being supported to move from Ullenwood (another of the provider’s locations) to Bradbury Gardens. Both staff teams had supported the transition at the person’s pace and according to the person’s preferences. The environment at Bradbury Gardens was being completed renovated to meet the person’s needs and a sensory bath was being installed in the person’s flat, along with the adaptation of specific environmental factors. The transition evidenced how the person’s individual needs and preferences were understood and continuously reflected in the care, treatment and support they received from both staff teams. A deputy manager told us, “I think we have brilliant training facilities here but they're not effective unless they're adapted to the needs of individuals. We tailor care plans to people's needs.”

Staff showed a strong understanding of people’s likes, dislikes and communication styles, often anticipating needs through long-standing and trusting relationships. The culture was highly person-centred, and people were supported to achieve outcomes that mattered to them. A deputy manager told us, “We all work as a team and partnership with each other to achieve the best results for [people] to help them achieve their goals and aspirations.” We heard how some people liked to attend night clubs and socialise into the early hours. We spoke to a staff member who explained, “[When people request to attend a nightclub] staff [extend their shift to accommodate]. They get a proper experience; go to the club and have a few drinks, get a kebab on the way back.”

The provider was exceptional at promoting people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing.

People told us they chose their meals, activities and personal routines, while staff ensured support was available when needed. The provider’s approach reflected the principles of Right Support, helping people maximise their independence and have control over their lives.

People’s right to privacy and a personal life was respected. An activities co-ordinator told us, “It's so lovely to see because [people] get [meaningful] opportunities to socialise and build relationships. One person recently met his girlfriend here. We support them to go out together, to the cinema and pub etc. [They utilise] one to one support but we [make sure that we are respectful and regardless we] give them space.”

People were provided with a range of equipment to support and maximise their independence. For example, a person with limited mobility in their upper arms indicated they wanted to be involved in the fun activities which their peers were engaging in. In particular, they saw the fun other people had during ‘nerf gun battles’. As the person was not able to hold or operate the nerf gun with their hands, the technology team used a 3D printer to create a bespoke printed nerf gun. The person was able to operate the button using a switch and, for the first time, have the independence to join in the activity with their peers without staff support. This resulted in increased confidence and control over their social engagement and was an exceptional outcome for the person.

The provider had developed and maintained the environment to allow people to access and explore the environment. Paths were wide and all parts of the environment were easily accessible and specifically tailored for wheelchair users and people with mobility requirements.

People were supported to choose and have the amount of structure, routine and independence they needed to live a fulfilled life. We heard how people who attended college on the main site, had been supported to adapt their timetables to better fit their lifestyle. For example, some people had chosen to start their timetabled lessons later in the day as they had found it too intensive to start early in the day due to the travel to the main Ullenwood site. People’s requests to move some of their tutor support to Bradbury Gardens had also been adapted to minimise the amount of travel and impact on their day. We saw and people told us this had improved their lifestyle and given them greater control over how their day was planned.

Staff were passionate about maintaining people’s independence and supported people to have better choice and control over their day-to-day care and support. A residential manager told us, “A facilitator role isn't a carer role. You are facilitating [people’s] day to day lives. It is important to select the right staff that fit in with that. Staff that embrace young people’s lives and promote their independence.”

The provider listened to and understood people’s needs, views and wishes. Staff respondedto people’s needs in the moment and acted to minimise any discomfort, concern or distress.

The Emotional Wellbeing team contained Psychology and behavioural support specialists and promoted emotional wellbeing and Positive Behaviour Support (PBS). They supported people to achieve the most from the opportunities at the college and long-term living, using a person-centred approach to support people’s psychological and physiological needs.

Staff were alert to people’s needs and took time to observe, communicate and engage people in discussions about their immediate needs. They responded appropriately to respect people’s wishes, needs and preferences.

Staff recognised different ways in which each person communicated discomfort, pain or distress, including verbal and non-verbal cues. They escalated concerns if they believed this indicated a deterioration in the health or wellbeing of the person. A relative told us, ““The staff team know my loved one very well, they are able to tell when they start to become agitated and calm them. The triggers and warning signs are written in the care plan and all the staff that support my loved one know how to use the calming techniques. As a result, my loved one is much calmer”.

Staff showed genuine care and concern for people's wellbeing and provided support in a compassionate and meaningful way. They responded promptly and proactively to people's needs, helping to prevent avoidable discomfort, anxiety or distress. For example, one person wished to access a local community leisure facility. Staff worked extensively in partnership with the facility to ensure the person could attend safely. This collaborative approach enabled the leisure facility to make reasonable adjustments to meet the person's needs and minimise potential distress, allowing them to access and enjoy the facilities safely and confidently.

The provider always cared about and promoted the wellbeing of their staff, and was exceptional at supporting and enabling staff to always deliver person-centred care.

The provider had invested in an employee wellbeing advisor role and range of employee benefits including an employee helpline, life insurance and medical cover, subsidised transport, free use of sports facilities and employee discounts.

The provider was exceptional at supporting workforce wellbeing and creating a positive culture in which staff could deliver high-quality care. A deputy manager said, “I do the support and development meetings and the last quarter was really positive. Staff described it as a family here. Staff fed back that there aren't any cliques and it is positive when you walk in,”

We spoke to a staff member who was a member of the staff link group. They told us, “I'm on the staff link group. It’s not a union, but similar. We have 8 staff members who have a clear voice to the leadership team. There's a route there that staff have, we have suggestions box in the office and we have a questionnaire annually. In the induction we talk about the link group [so all staff are aware from the outset]. We have our meeting every other month and minutes are sent out.”

People’s experience was driven by a culture that normalised good wellbeing through inclusivity, active listening, and open conversations. Throughout the assessment, staff appeared motivated, engaged and proud of their work. A member of staff told us, “Yes I love it here. I can’t rate it enough; it was a breath of fresh air when I came here.”

Staff were celebrated and rewarded by the provider for commitment to their values and dedication to the service.

Observations identified a culture of mutual respect, teamwork and inclusion, with staff working closely alongside people to achieve positive outcomes. There was a strong sense of teamwork across the service, and staff were consistently observed encouraging, celebrating and supporting people’s achievements.

Staff were supported if they were struggling at work. In the last few years, the provider had introduced and expanded the Mental Health First Aider network across sites. This had a positive impact on the care staff delivered to people. 

Relatives spoke positively about staff consistency and commitment, describing them as a solid team. One relative said, “My loved one attends the National Star College, the team are on the same page regarding the care and support provided. I could not ask for more”. Staff demonstrated confidence in supporting people with complex communication and care needs, reflecting the provider’s investment in training and development. The positive and supportive culture was evident during meetings, activities and interactions, where staff consistently promoted equality, inclusion and wellbeing for both people and their colleagues. This helped create a nurturing environment where people and staff could thrive together.