Highfields

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 changed to outstanding. This meant service leadership was exceptional and distinctive. Leaders and the culture they created drove and improved high-quality, person-centred care.

This service scored 89 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The registered manager fostered an exceptional culture of care where staff felt truly valued, respected, and heard. Team members described feeling confident to share feedback or raise concerns, knowing their voices would be welcomed and acted upon. They told us the registered manager was consistently approachable, visible within the service, and genuinely invested in their wellbeing. They confirmed the registered manager took time to check in, offer support, and ensure the team felt encouraged and appreciated.

The provider also demonstrated a strong commitment to partnership working. They collaborated proactively with healthcare teams, social workers, and local authorities, creating a seamless network of support around each person. This highly coordinated approach ensured people received well‑planned, effective and timely care, with every professional involved working in harmony to promote the best possible outcomes.

Staff were motivated and proud to work for the service. Comments from all the staff spoken with confirmed this. One member of staff told us, “Being part of a team that offers people person centred care, a team that goes above and beyond for the people we support, makes me very happy to be doing the job I love.” Another said, “ I believe that all of the staff members go above and beyond to make sure each person's needs are met and I am happy to be a part of a team that puts people’s needs first.” There were high levels of engagement from people, their representatives and the staff team for all equality groups. There was a strong commitment to ensuring equality across the workforce. Staff told us they felt very supported by the management team.

Relatives told us the registered manager was open, transparent, and approachable and this enabled them to feel comfortable speaking with them regarding any issues or concerns . They felt confident that any concerns raised would be listened to and addressed promptly. This contributed to a positive relationship between families and the service.

The provider demonstrated capable, compassionate, and inclusive leadership at every level. Leaders had a clear understanding of the context in which care, treatment, and support were delivered and consistently embodied the organisation’s values and culture. They possessed the skills, knowledge, experience, and credibility required to lead effectively, and they did so with integrity, openness, and honesty.

Relatives consistently praised the leadership team, describing them as approachable, supportive, and highly responsive to any questions or concerns. One relative told us, “I would speak to either [the registered manager] or [the deputy manager] if I had any concerns. Overall, they have been very proactive in their caring for [name of relative using the service], addressing all of their needs and keeping me informed along the way. The care [name of relative using the service] receives is excellent.” Another relative said, “The communication is excellent. I am always kept in the loop, and I am very happy with the support [name of relative using the service] receives.” Relatives told us the management team was approachable, supportive, and responsive to any questions or concerns they raised. A relative told us, “I would speak to either [the registered manager] or [deputy manager] if I had any concerns but overall, they have been very proactive in their caring for [name of relative using the service] and have addressed all of their needs and always kept me informed along the way. The care [name of relative using the service] receives is excellent.” Another relative said, “The communication is excellent. I am always ‘kept in the loop’ and I am very happy with the support [name of relative using the service] receives.”

Staff told us they felt valued supported and treated fairly by the registered manager. The registered manager was visible in the service and approachable. The registered manager told us, they had an open-door policy, and the staff team and families were able to come to the management for support when needed.

The registered manager told us about the organisations careers adventures. This was an opportunity for team members to access a career pathway to develop their skills and strengthen their confidence. Staff had access to diplomas through the organisations learning and development team to enable them to progress if they so wished.

Staff reported feeling valued, supported, and treated fairly by the registered manager. They described the registered manager as both visible within the service and readily approachable. The registered manager explained that they operated an open-door policy, encouraging staff and families to come forward whenever they needed guidance or support.

Leaders also showed a strong commitment to staff development. The registered manager spoke about the organisation’s ‘career adventures’ programme, which enables team members to access structured career pathways designed to build their skills and confidence. Staff were able to pursue diplomas through the organisation’s learning and development team, supporting ongoing professional growth.

To recognise and celebrate staff achievements, the provider operated an employee appreciation scheme. Team members could be nominated for awards such as Employee of the Month, Shining Star, and Heroes Awards. Several staff at Highfields had already been successful in receiving these accolades, demonstrating a culture that values and rewards excellence.

Staff, families, and visitors were encouraged to contribute their views through the quarterly, ‘Your Voice Matters’ survey. An additional in‑house QR code enabled people to share feedback easily at any time, ensuring leaders had regular, real‑time insight into the experiences of those using the service and those supporting them. For example, in the staff surveys, it had been raised that staff would like further development opportunities to enhance their skills and knowledge. Since the survey team members have been given the opportunity to access free courses and for staff that had not already completed this, an opportunity to commence diplomas at varying levels. The provider had recently set up a family forum, with a link for all family members to join and share feedback if they wished to.

The provider promoted an open and transparent culture where people and staff felt confident to speak up and raise concerns.

Staff were aware of the service’s whistle blowing policy, which was easily accessible within the home. Staff were clear on how to escalate concerns both internally and externally.

Staff told us they felt well supported by the registered manager and confident that any concerns raised would be taken seriously and acted upon appropriately.

The provider demonstrated a strong commitment to valuing diversity within the workforce, creating a culture where staff wellbeing, inclusion, and equal opportunities were firmly embedded. Highfields benefited from a richly diverse staff team, representing a wide range of diverse groups. The registered manager told us this diversity was a genuine strength, enabling staff to relate to people on a deeper level and build meaningful, trusting connections.

Staff consistently reported feeling supported by the management team, both professionally and in relation to personal matters. They described an environment where they felt listened to, appreciated, and genuinely cared for, contributing to a positive, inclusive, and uplifting workplace culture. The registered manager shared an example of how they had helped a staff member achieve a healthier work life balance, which had a significant positive impact on that individual’s mental health. This thoughtful support ensured the staff member remained confident, valued, and an important part of the team.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver high-quality, sustainable care, treatment and support. They always acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

Governance arrangements were fully embedded and used effectively to monitor performance, manage risks including positive risk management, which drove continuous improvement.

The registered manager told us that one of Highfields greatest strengths was its long-serving and dedicated staff team. With some staff members having worked at the service for over fifteen years, they had built strong, trusting relationships with the individuals they supported. Their deep understanding of each person’s needs, preferences, and personal histories allowed the staff to provide highly personalised care. Alongside these experienced staff, newer team members brought fresh ideas and energy.

People’s families were regularly updated on any changes to health or wellbeing and fully involved in care planning. Each person had a keyworker who conducted monthly reviews to track goals and progress, these were discussed in monthly staff meetings so the whole team remained informed.

The provider demonstrated exceptionally robust governance arrangements which ensured people consistently received safe, high‑quality and person‑centred care. Clear roles, responsibilities and lines of accountability were firmly established at every level. These systems operated seamlessly across the service and were used highly effectively to monitor performance, manage risk and drive continuous improvement.

Leaders consistently drew on the most accurate and up‑to‑date information about risks, outcomes and service performance. Information was shared securely and appropriately with healthcare partners and external professionals to ensure continuity of care and support effective decision‑making.

The leadership team fostered an open, transparent and inclusive culture, where learning was encouraged and successes were celebrated. Staff told us they felt well supported and empowered to develop in their roles, and leaders demonstrated a clear commitment to nurturing talent and recognising achievement.

Families were kept fully informed and involved in all aspects of care planning. Relatives told us communication from the service was excellent, and they felt welcomed as valued partners in their loved one’s care.

There were comprehensive checks and audits in place covering all aspects of safety, quality and experience. These were carried out regularly and used proactively to identify where improvements could be made. When areas for enhancement were identified, action plans were developed promptly and progress was monitored closely. Leaders used findings constructively to refine practice and strengthen outcomes for people.

The registered manager ensured the service met all legal and regulatory responsibilities. Notifications to the CQC were submitted promptly, reflective of a transparent and accountable approach to governance.

The provider understood their duty to collaborate and work in partnership with others, ensuring services worked in a joined-up way for people. This supported continuity of care and promoted positive outcomes.

Relatives confirmed they were invited to participate in care reviews and were kept informed of any changes in their family member’s care. This approach supported open communication and effective partnership working.

The provider focused on continuous learning, innovation and improvement across the service.

Systems of oversight included regular health and safety audits across key areas. Audit findings were reviewed and used to develop and implement action plans to ensure sustained improvements. The provider demonstrated a clear and ongoing commitment to learning, improvement, and the delivery of good quality care.