St Bridgets Care Centre

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

Leadership was visible. Processes operated to ensure the service ran safely. People and staff had confidence in the management of the service and felt included in decisions made. There was an inclusive and positive culture of continuous learning and improvement. This was based on meeting people’s needs. Good, well established, links had been made with external professionals.

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.

Staff and leaders demonstrated a listening culture which promoted trust and understanding with people using the service. The culture was focused on learning and improvement and there was mutual trust and respect between leadership and staff.

The registered manager ensured any risks to delivering good care were understood and had an action plan to make continued improvements. The registered manager told us they were “fully supported” by the provider to make positive changes.

Staff told us leaders were visible. The registered manager undertook regular surveys of people, visiting professionals and staff. Feedback from staff in the most recent of these surveys included, "Management runs very well" and "I really like working here, I feel part of the team". All staff answered yes to having had a positive induction, having an identified mentor, feeling able to approach management, and having adequate training.

Staff knew how to raise concerns and access support. There were clear procedures for regular team meetings. Policies and procedures had recently been moved to an electronic format which staff were able to access any time.

Staff were confident they could speak up and report issues and concerns to the registered manager. They told us they would be listened to, and action would be taken.

Policies and procedures supported staff in speaking up and raising concerns. This included up to date policies in relation to safeguarding and whistleblowing.

Staff told us they could share ideas, and these ideas resulted in positive change to shape the service and create a more equitable and inclusive organisation. For example, staff working in the kitchen had received training to adapt various recipes for people with swallowing plans to offer a wider choice of puddings.

Policies and procedures incorporated all aspects of recruitment and staffing such as retention plans, equality, diversity, fairness and protected characteristics.

People were kept safe, their rights protected, and they received good quality care and support. People, their relatives and visiting professionals were complimentary about the leadership of the home. A relative commented, “We've got no complaints, and I can honestly say we’ve never had a problem.”

Audits and checks were in place to identify areas for development. The registered manager and provider had made all notifications to CQC as required by law. Providers are required to tell CQC about any changes to their regulated services or certain incidents that have taken place in them. All audits and checks produced an action plan if necessary and these had clear timescales for improvements.

People said staff supported them to remain active members of the local church and synagogue, if they wished.

Staff spoke highly of events and activities the registered manager had introduced. They explained how people seemed to enjoy more interaction with the community, for example, more activities including local pets.

We received positive feedback from external stakeholders and visiting professionals. One visiting professional stated, “I have no concerns with regards to St Bridgets Care Centre and the service that is provided to patients.”

Policies and procedures provided clear guidance for staff to support joint working with professionals and the local community.

The registered manager told us they felt supported by the nominated individual to make improvements within the home and implement ideas shared by people and staff. They said, “If I ever see anything I need changing, I'm able to do it. Making improvements to our home is what brings us all together. Residents, staff, the owner and I are a team.”

Processes in place to ensure learning, improvement and innovation were robust. The registered manager acted on formal feedback from people, staff and visiting professionals to develop the service. Informal feedback to the management team at St Bridgets Care Centre was also encouraged by the registered manager’s and nominated individual’s daily walk-arounds of the building.