Halmer Court

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 remained requires improvement. There had been improvements since the last inspection, and the provider was no longer in breach of regulations. However, further work was needed to ensure oversight by the provider was effective in driving change.

This service scored 61 (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. However, it was not fully reflected in the care provided.

At Halmer Court, the new manager had begun to take steps to rebuild and strengthen the home's culture following a period of instability caused by multiple changes in leadership. Staff reported that the atmosphere had improved since the new manager’s arrival, describing her as supportive, approachable, and someone who followed through on commitments. This shift in leadership had started to foster a more positive and trusting environment, although it was clear that the work was still in progress.

The new manager had introduced a whole-home approach to encourage collaboration across all departments, including care staff, housekeeping, and kitchen teams. This was intended to promote consistency and shared responsibility in delivering high-quality care. In addition, champions were being identified to lead on specific areas of practice, such as end-of-life care, drawing on staff with relevant experience. These initiatives were designed to embed the provider’s core values more deeply into everyday operations.

While the organisation’s values were clearly articulated in its mission statement, not all were consistently observed during the visit.

Not all leaders understood the context in which the provider delivered care, treatment and support. They did not always embody the culture and values of their workforce and organisation. Leaders did not always have the skills, knowledge, experience and credibility to lead effectively, or they did not always do so with integrity, openness and honesty.

Halmer Court care home had recently appointed a new manager who was in the process of registering with the Care Quality Commission. Staff spoke positively about the difference the new manager had already made. They described her as responsive and supportive, and said she had started to rebuild the service after a period of instability. The home had not been left in a good position by the previous manager, and there was a lot of work to do.

There was clear evidence that leadership had been inconsistent before the new manager took post. Staff worked to support people but the provider failed to set clear expectations, monitor standards, and prioritise people’s needs. As a result, people experienced and a lack of dignity in day-to-day routines, which could have been prevented through more attentive and compassionate oversight.

Staff also said there had been a heavy reliance on agency workers, which affected consistency and morale. These issues pointed to gaps in oversight and support from the provider.

Although the new manager had started to address these concerns, there was little evidence of effective oversight from the provider to drive improvements in care. The progress seen was largely due to the new manager’s efforts in a short space of time.

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

Staff at Halmer Court felt confident to speak up and said they had no concerns about raising issues with the new manager. They described her as approachable and supportive, and felt that their views were listened to and valued. This reflected a culture of openness and transparency, where staff were encouraged to share feedback and raise concerns without fear.

Systems were in place to support whistleblowing, and staff were aware of how to report concerns both internally and externally. There was a clear sense that speaking up was welcomed and that staff would be supported if they did so. The new manager had helped to create an environment where staff felt safe to raise issues, and where their voices were heard.

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 at Halmer Court felt that the new manager cared about their individual needs and had been flexible in supporting them. There were examples of reasonable adjustments being made, such as adapting working hours to accommodate personal circumstances. Staff described the new manager as approachable and understanding, which contributed to a more inclusive and supportive working environment.

There was a clear shift in culture since the new manager took post, with staff reporting improved morale and a sense that their wellbeing mattered. The manager had taken steps to build a more cohesive team and reduce reliance on agency staff, which had previously affected consistency and staff satisfaction. Staff felt valued and said they were treated fairly, regardless of background.

The provider did not always have clear responsibilities, roles, systems of accountability or good governance. They did not always act on the best information about risk, performance and outcomes, or share this securely with others when appropriate.

Quality audits were in place at Halmer Court and had identified concerns across several key areas, including supervision and training, care planning and documentation, medication management, environment and safety, and governance and leadership. These audits had helped highlight where improvements were needed, and the new manager had begun to take action to address them. Staff reported that positive changes were already being seen, although more time was needed for the new manager to fully embed these improvements.

Despite these efforts, oversight from the provider had not been effective in ensuring that standards were consistently maintained. There was clear evidence that basic systems had been ineffective prior to the new manager’s arrival. These issues had not been addressed in a timely way, suggesting that governance arrangements had not been used effectively to monitor performance or drive improvement.

While the new manager had started to rebuild the service and establish clearer systems of accountability, the provider had not been proactive in overseeing the home or supporting leadership development. The improvements seen were largely due to the new manager’s efforts rather than structured support from the organisation. Stronger governance and more active involvement from the provider will be essential to ensure that improvements are sustained and that risks to the quality of care are managed effectively.

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 had links with the local community. At times, school children visited to read to people living in the home. These visits were generally well received and offered a pleasant opportunity for interaction across generations.

A Dementia Specialist held quarterly sessions at the home, covering topics such as falls prevention, music therapy, and the importance of life history. These sessions were open to relatives and members of the wider community, although participation varied and the overall impact was not always clear.

Staff had also visited local colleges to speak with students about careers in social care. While these visits were occasional, they showed some effort to promote the sector and raise awareness of the importance of care work.

The provider did not always focus on continuous learning, innovation and improvement across the organisation and local system. They did not always encourage creative ways of delivering equality of experience, outcome and quality of life for people. They did not always actively contribute to safe, effective practice and research.

There was evidence that the manager had started to make positive changes based on feedback. Staff described a culture where learning was encouraged, and the new manager had begun to implement improvements across the home. These included changes to medication systems, care planning, and cleanliness. Staff felt their views were listened to, and there was a clear willingness to act on concerns raised.

However, while improvements had been introduced, they were not always effective in practice. For example, the clinical system had been introduced, but staff had not received sufficient training to use it confidently. New staff were expected to learn from existing staff, who themselves lacked confidence in the system. This led to inconsistent use and limited its impact on improving care. Similarly, care plans were being developed, but they were not consistently written or detailed, and some lacked the necessary information to guide safe and personalised care.

There was no clear evidence of a formal strategy for innovation or improvement, and it was unclear how outcomes were being measured or reviewed. Although staff were engaged and willing to contribute ideas, further support was needed to embed a consistent approach to learning and improvement. Strengthening systems for reflection, feedback, and evaluation would help ensure that changes lead to sustained improvements in care quality.