Hartford Hey

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 good. At this assessment the rating has remained 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.
Staff worked with a shared purpose, supported by policies and values that promoted equality, diversity and person‑centred care. The provider’s statement of purpose emphasised dignity, compassion, empathy and supporting people to retain as much control over their lives as possible. We saw staff demonstrating these values in practice, interacting with people with kindness and empathy. There was a positive culture where staff understood what was expected of them and worked in line with the service’s aims.
 

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.
Staff told us they felt well supported through regular supervision and appraisal, which they found beneficial for their development. The registered manager was supported by a deputy manager , both of whom showed empathy to people, treating people like family. Staff said they trusted both managers and felt they worked well together to provide consistent support. The deputy manager was actively involved in auditing and working alongside staff, which helped maintain oversight of day‑to‑day practice.
 

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.
Family members we spoke with told us they know who the manager was and they were approachable and sociable. Family members and people told us they had not needed to raise any concerns. Staff told us they felt they could raise concerns with the registered manager if needed and they would be resolved. The provider had policies for managing whistleblowing 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.
The provider had effective policies and training in place to support workforce equality, diversity and inclusion. Staff told us they were treated fairly and supported as individuals, and leaders were sensitive and responsive to staff’s personal circumstances. Staff described a positive team culture where they felt able to speak openly with managers. Colleagues supported one another and reported the team remained strong and cohesive.
 

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.
Leaders demonstrated effective governance arrangements which ensured the service operated safely and sustainably. Internal audits were completed regularly, with clear action plans in place and evidence actions were followed through. Managers had good oversight of people’s needs and day-to-day experiences; we observed management engaging positively with people and demonstrating detailed knowledge of their histories and current support. Safeguarding concerns were appropriately reported to the local authority monthly. The registered manager used a monitoring tool to track peoples’ key risks and upcoming appointments, this enabled valuable oversight. Each manager held defined responsibilities for specific operational areas, which contributed to consistent oversight and accountability. External audits, including those relating to fire safety, food hygiene and medicines management, showed good levels of compliance. The provider had a clear business plan focused on improving sustainability through the introduction of digital systems and an upgraded call bell system.
 

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 worked together for improvement.
There was a collaborative approach between the staff team and registered manager, and information was shared with external professionals when needed to support coordinated care. There was a positive two‑way relationship with the local authority.
 

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.
Systems were in place to seek feedback from people and staff. The registered manager shared good practice within team meetings to ensure a collaborative approach to people’s care and support. The provider had made plans to implement a digital system of care planning and recording which would improve outcomes for people and give clearer oversight of areas for staff development.