Hatchmoor 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 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.

The provider’s core values, including inspiring change, empowering people and working collaboratively were at the centre of the support the service provided. Staff embraced this approach and were fully focused on supporting and developing people’s independence.

Staff took pride in people’s achievements and focused on supporting people to identify and progress towards their goals. One staff member told us, “I always feel supported and never feel alone, I can always ask for someone to come and help me if needed”. The culture within the service was open, supportive, and inclusive. People were treated with respect and equality, and individual differences were celebrated. The atmosphere was relaxed and positive, with staff and people frequently engaging in meaningful conversations together.
 

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.

There was an organisational structure in place and staff understood their roles, responsibilities and contributions to the service. The management team were responsive when things went wrong and took action to make improvements. Throughout the assessment, management and staff we spoke with acted with openness, integrity and transparency.

Leaders were skilled and experienced. Staff praised the management team and spoke positively about the support they received. Comments included, “The registered manager is very approachable, helpful and available when we call for support, even at weekends and night-time” and “The registered manager is very fair and supportive to all staff .”
 

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

People we spoke with, told us they felt confident raising concerns about their care and support when needed. Contact details and information about the complaint’s procedure were available, and individuals knew how to contact managers directly if they had any issues.

People described feeling comfortable approaching staff and management, and shared positive feedback about the openness and accessibility of the service. People told us, “They are very receptive to concerns and act on them quickly” and “If I wasn’t happy about something I would tell staff, then go to the manager.” They felt able to approach and speak with management and staff.

We received mixed feedback from relatives regarding their voices being heard. For example, 1 relative told us, “They do listen to me, but it sometimes takes a little bit of time to implement what I have to say.” Conversely, another relative told us, “I said [name] did not want a male supporting with personal care, now only female carers support, so they listened.”

The provider had a whistleblowing policy, and staff told us they felt able to voice their opinions when the need arose and were assured their concerns would be listened to and acted upon.

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’s recruitment process and internal processes meant staff were recruited fairly and workforce equity was promoted.

Management understood the importance of having a fair and inclusive workplace. Staff received relevant training to support their knowledge and understanding of equality, inclusivity and fairness in the workplace.

Staff told us they felt they were valued, treated fairly, and the management team had fostered an inclusive and fair environment.
 

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.

The service was managed effectively through strong governance systems which ensured accountability, continuous improvement, and high-quality care.

The registered manager had a clear understanding of their legal responsibilities. Statutory notifications, including safeguarding alerts, were submitted to the Care Quality Commission (CQC) in a timely and appropriate manner.

Comprehensive auditing processes monitored every aspect of the service. Daily observations were used to maintain consistency of care, while monthly audits covered key areas such as care plans, medicines management, infection prevention, and health and safety.
 

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 worked in partnership with health and social care organisations to deliver positive outcomes, maintaining relationships with commissioners and health teams. People received holistic care, with support needs managed safely and effectively.

Management and staff were proactive in making referrals and arranging specialist support, such as occupational therapy assessments and specialist equipment.

Comments from professionals were positive, for example, 1 professional told us, “I have a good working relationship with the Hatchmoor team, they are welcoming and receptive to any advice and support.” Another professional told us, “The home works holistically with our surgery, district nurses, OPIC team, and families to ensure coordinated care. Communication is proactive and consistent, and staff demonstrate a good understanding of residents’ wider physical, emotional, and social needs.”

There was evidence of collaborative working with families and other professionals, ensuring continuity of care and supporting positive outcomes. Relatives described staff as helpful and reassuring, noting regular communication and feedback about their family members, which provided confidence and reassurance, particularly for those living further away.

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.

There was an embedded culture of learning and continuous improvement at the service. Lessons learnt were appropriately identified and shared amongst the team to support improvement. The registered manager ensured ongoing communication with the staff team, providing regular verbal and written updates in relation to lessons learnt.