Hatfield Peverel Lodge 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 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 demonstrated a clear and shared vision, strategy, and culture, underpinned by principles of transparency, equity, equality and human rights, diversity and inclusion, engagement, and responsiveness to the needs of people and their communities.

Overall, there was a positive culture within the service. Staff told us they enjoyed working there and felt part of a caring and committed team. One staff member said, “I am proud to work here and to be part of a team that truly cares for residents. We all try our best to keep the care safe, compassionate, and effective.” Another commented, “It is a lovely home. I do think things are starting to improve.”

The culture of the service was actively discussed during team meetings, staff training, and supervision sessions. This helped reinforce shared values and encouraged open dialogue. Staff were supported to raise concerns and contribute to service improvement.
 

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.

Whilst we received some anonymous feedback from staff prior to the assessment, our conversations with people, relatives and staff were overall very positive about the management team. A person told us, “The manager knows everybody’s names and when they walk through the dining room, they put a thumbs up, they are a nurse and that gives you more confidence.” Another person said, “The manager is like family, lovely.”

Staff also spoke highly about the management team. A staff member said, “I do not feel there is anything bad here. The management are always here.” Another staff member said, “The management team are the best in a few years. I am very confident anything I tell them will be dealt with. All staff are treated fairly by the managers. I have worked here for 6 years, seen a lot of changes. In my opinion it has changed for the better.”
 

The provider fostered a positive culture where people felt safe to speak up and confident that their voice would be heard. Staff were encouraged to raise concerns and share feedback, and additional processes had been introduced to strengthen this approach.

Human Resources-led listening sessions had been implemented, alongside tailored training programmes and more frequent career conversations to support staff development and progression. These initiatives helped create an open and supportive environment to ensure staff had the opportunity to speak up.

The provider’s actions demonstrated a commitment to continuous learning and improvement, ensuring that staff concerns were acknowledged and addressed in a timely and constructive manner.
 

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 promoted equality, diversity, and inclusion within the workforce. Staff were employed from a range of cultural backgrounds and heritages, and several protected characteristic groups were represented across the team. The service made reasonable adjustments to support staff in line with their individual needs. For example, a staff member who practised the Islamic faith was supported to attend religious events and had rota adjustments made to accommodate this. Another staff member with dyslexia received tailored support to complete mandatory training.

Cultural celebrations such as Diwali, St Patrick’s Day, and themed days representing Spanish and Italian heritage were held, involving both staff and residents. A staff member told us, “We respect each person’s cultural and religious preferences. For example, we have arranged specific meals for residents based on their cultural diets, supported religious practices, and celebrated different festivals. We’ve even prepared food together for parties, sharing dishes from our own countries, which residents really enjoy.”
 

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.

A structured programme of checks and audits was in place to monitor standards across the service. Whilst there had been some minor shortfalls related to infection control, staff deployment and medicines the checks and audits had not identified. When we pointed these out to the provider they took prompt action. As noted in the infection control section, where some issues had been identified with compliance dates initially set too far ahead delaying improvements. The provider responded proactively to feedback and placed greater emphasis on prioritisation and realistic timescales for completion. Oversight of incidents, including infections, was robust and regularly reviewed.

The provider also used a management oversight and assurance audit as an additional layer of governance. This process helped monitor compliance, review key service metrics, and ensure quality standards were consistently met. It provided external oversight, supported timely resolution of issues, and reinforced accountability across the service.
 

The provider understood their duty to collaborate and work in partnership, ensuring that services worked seamlessly for people. Information and learning were shared appropriately with partners, and collaboration was actively pursued to drive improvement and promote positive outcomes.

The service maintained strong relationships with external organisations and the wider community. Staff worked in partnership with key professionals including GPs, speech and language therapists (SALT), physiotherapists, the tissue viability team, and dietitians to deliver joined-up care. One professional told us, “The communication with management is excellent — we have been working with the deputy manager.”

A recent quality visit by the local authority’s quality improvement team had been undertaken, with the service receiving an overall rating of good.
 

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.

The service promoted continuous learning and improvement and supported staff to undertake additional qualifications to further their knowledge. Two staff members had been supported to gain their nursing registration and other staff were supported to obtain diplomas in health and social care. During the assessment we found the management and regional support team responsive to our feedback and proactive in their response.

The provider in responding to a request for information said, “We continuously listen, reflect, and act — using feedback from residents, families, staff, and professionals to shape the way we operate. This commitment to improvement, supported by both local leadership and regional governance, ensures that Hatfield Peverel Lodge Care Home remains a place where residents can live fulfilling lives and staff are proud to work.”