Fieldhouse 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 requires improvement. We found a breach of regulations in respect of the governance of the service. At this assessment we found improvements had been made, the service was no longer in breach of regulations and the rating has changed to 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 service 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 was committed to bringing about improvements at the service and had a clear vision of how they wanted the service to develop in the future. The registered manager promoted an ethos of teamwork with everyone working together to provide good support and care for people. Staff spoke positively about the culture of the service and the leadership provided by the registered and deputy managers.

The provider had inclusive leaders 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. Everyone spoke highly of the registered manager. One person told us, “It seems that [the manager] knows her staff, what they are happiest/best doing and she works to their strengths. This must make the staff feel appreciated and I think they would go that extra mile for her.” Another person told us “Since (the manager) came things have improved one million percent.” The registered manager had worked hard to make changes and improvements at the service over the past year and had a vision about further developments she hoped to implement going forward. She told us she was aware of her own need for further training in human resources and recruitment practices and hoped to complete a training programme in this area in the future.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The provider had an up to date whistle blowing policy. Staff told us they felt able to raise concerns and that they would be listened to.The registered manager told us how she promoted a ‘no blame’ culture and encouraged staff to speak up if they made a mistake. This encouraged honesty and transparency. The service had systems in place so people could give feedback, through meetings, an annual survey and through the complaints process. A ‘You said, we did’ notice board displayed actions taken by the service to respond to people’s suggestions. The registered manager held a ‘manager’s surgery’ every month, which gave people and family members an opportunity to raise any concerns or issues in private.

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 registered manager understood the importance of a fair and inclusive workplace for staff.All staff told us they were treated fairly by the registered manager and their colleagues. For example, they were able to ask for reasonable adjustments to be made to their working patterns to enable them to work flexibly because of family commitments. Staff told us they felt valued, worked well as a team and enjoyed working at the care home.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. The registered manager understood their responsibility to work in partnership with external professionals to ensure people received joined up care. Care records contained evidence of this partnership working and showed that advice from external professionals was sought and acted upon. The registered manager had been working closely over the last 12 months with professionals from the local authority to put into action a plan of improvements at the service.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. The registered manager understood their responsibility to work in partnership with external professionals to ensure people received joined up care. Care records contained evidence of this partnership working and showed that advice from external professionals was sought and acted upon. The registered manager had been working closely over the last 12 months with professionals from the local authority to put into action a plan of improvements at the service.

The provider focused on continuous learning, innovation and improvement across the organisation. The registered manager told us about the ways in which they had made changes and improvements and they were continually looking to develop the service further. We saw evidence that the registered manager had been responsive to feedback from people, relatives and staff and acted on this to improve the experiences of people using the service.