Bletchley House Residential Care and Nursing Home

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 requires improvement. At this assessment the rating has changed to 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 68 (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 vision and values focused on transparency, equity and supporting people rights, and some staff demonstrated these well. However, this was not consistent. We observed occasions were staff spoke to or about people in a dismissive or mocking way and did not always respond with kindness or respect. Leaders had not fully embedded the expected culture across the staff team, and not all staff understood or demonstrated the providers values in practice.

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. People, staff and relatives told us they were approachable and responsive. One person said, “[Registered Manager] is a good person to call if any issues but before them I would call any senior staff. A relative said, “We are familiar with everybody from the office, the manager comes to say hi, they are friendly and helpful.”

The provider fostered a positive culture where people felt they could speak up, and their voice would be heard. All staff we spoke with told us they felt free and able to speak up and would be listened to if they had any issues or concerns.

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 equality and diversity training and told us they felt valued and treated equally.

The provider did not always have clear responsibilities, roles, systems of accountability and good governance. They did not always use these to manage and deliver good quality, sustainable care, treatment and support. Whilst the provider had a range of audits in place to monitor quality in the service, we found governance systems lacked a focus on peoples lived experience and had not identified areas for improvement as noted in this report. The provider was responsive to our feedback and introduce a dignity audit and reviewed their feedback forms to include peoples lived experience in the service.

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 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 had recently reviewed and updated the staff competency programme. The provider was responsive and proactive to the inspection feedback. They developed an action plan immediately to address the concerns identified during the inspection and to better capture peoples experience of living in the service to enable them to drive improvements.