Heathlands Residential Care 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 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 registered manager told us they carried out observations to ensure the culture reflected the company’s core values and believed staff had a good understanding of these. They told us, “Overall the culture is very warm, friendly and positive. Relatives have echoed this when visiting loved ones”.

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.

Staff were complimentary about leaders and said they were approachable and supportive.  The registered manager had regular meetings and visits from the regional manager and felt supported by the provider.

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

Processes were in place where people, relatives and staff could raise any concerns. Staff received regular supervision meetings with their manager to discuss any concerns they had and had access to the provider’s whistleblowing policy. Staff we spoke with felt able to approach leaders to discuss any issues with them.

The provider valued diversity in their workforce. They work towards an inclusive and fair culture by improving equality and equity for people who work for them.

Leaders considered individual staff members needs to ensure they were supported to carry out their role. Staff were encouraged to have a voice. A member of staff had been appointed as staff council representative whose responsibility was to raise issues on staff’s behalf and give feedback from the provider about any developments or initiatives. A buddy support mentor was being introduced to support new staff as part of their induction. The provider had a number of initiatives in place. For example, long service awards for staff who had worked 5 years or more. Staff told us they worked well as a team. One staff member said, “I love my job and I am really happy here”.

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.

The provider had systems in place to monitor the quality and safety of the service. Leaders carried out regular checks of and identified areas of improvement. Audits showed action was taken where areas of improvement were identified. However, we found some of the concerns detailed in the safe section of this report had not been identified by the provider. The provider was responsive to feedback we gave and addressed concerns promptly.

The provider understood their duty to collaborate and work in partnership, so services work seamlessly for people. They share information and learning with partners and collaborate for improvement.

Staff worked with other professionals to help make sure people’s needs were met. Regular meetings were held to discuss people’s needs; these meetings were attended by the advanced nurse practitioner.

The provider was committed to continuous learning, innovation and improvement and was responsive to the feedback from our findings at this inspection. Forums such as managers meetings and a rewards and recognition scheme were used to share areas of learning, innovation and improvement.

Staff were encouraged and supported to increase their skills and knowledge with personalised appraisal plans. We saw evidence of career progression within the service.