Harvey Lane

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, and was in breach of the legal regulation relating to good governance. At this assessment the service was no longer in breach of this regulation 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 provider had a clear shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and an understanding of the challenges and the needs of people and their communities.

Without exception, every staff member at Harvey Lane spoke with passion and dedication about the culture and direction of the service. The main aim of the service was to ensure that people led fulfilling and meaningful lives. We spoke with staff about what they believed the service was aiming to achieve. One staff member told us, “The service gives everything to make sure individuals are fulfilling their desires”. Another told us, “I have witnessed [people] wanting to do something and staff make sure it happens”.

When talking about people’s quality of life, another staff member told us, “This has drastically improved with activities for individuals pre-planned and they are usually doing at least one activity a day and have constant access to the community.”

The registered manager spoke openly about their vision and direction for the service. Our observations of care and records supported their aspirations.

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.

The manager was compassionate and caring, and led by example. A staff member told us, “We all work well together offering support where needed”. The manager understood their role and demonstrated good knowledge of the people living at the service. They shared their knowledge and skills with the staff team, and regularly asked staff for their thoughts on how to improve people’s experience and quality of life. This joined up approach between the management and staff team improved outcomes for people.

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

People living at the service were asked their views both formally and informally. This included through meetings, reviews and informal conversations with people and their representatives. Peoples care records reflected that where people spoke up, action was taken in response to their request or comment. Staff told us they were confident to speak up and that they would be listened to. This supported a positive culture of openness. Whistleblowing policies were in place.

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.

Staff told us they felt well supported. We saw that reasonable adjustments had been made for staff, where needed, to enable them to fulfil their roles. There was staff wellbeing lead in place, who advocated for staff and offered a listening ear.

Staff received training to develop their knowledge and skills, and additional specialist training was provided where specific incidents or behaviours identified a need for further support or development.

Some staff told us they had experienced racism at work. We discussed this with the manager, who was aware these concerns had been raised and had taken them seriously. Incidents had been investigated and support offered as necessary.

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 completed a range of quality assurance audits and oversight of the findings was robust. Where audits identified shortalls or concerned, we saw evidence that action had been taken swiftly. The registered manager understood their responsibilities and submitted statutory notifications to the Care Quality Commission (CQC) in line with their regulatory requirements.

The providers internal support functions and regional management team provided an additional layer of service oversight and worked closely with the registered manager to monitor and drive improvements to the standard of the service.

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 strong partnership with other health and social care professionals and sought their advice and guidance where necessary. The service had worked in conjunction with the local authority following our previous two inspection to monitor and improve the standards of care at the service.

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.

Systems were in place to ensure the service was continuously developing and improving. Feedback was sought and used to shape the service. The registered manager had clear aspirations for Harvey Lane and demonstrated a commitment to ensuring peoples quality of life was high. The providers wider support teams engaged with innovative ways of improving the service, for example through the use of informative podcasts and interactive training.