The Halewood Centre

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 leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture.

At out last inspection this key question was rated good. At this inspection this has remained the same. This meant 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 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.
Staff spoke positively about the values of the service and described a culture that was person‑centred, supportive and focused on positive outcomes for people. People and their families were kept informed about their journey through the service and transitions were managed in a planned and transparent way.
 

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.

Staff consistently told us managers were supportive, listened to concerns and provided regular supervision. Leaders demonstrated compassion and inclusivity, including supporting staff wellbeing following difficult events and encouraging professional development and progression. Staff described feeling valued and trusted, and leaders promoted a culture of learning and continuous improvement.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.
Staff told us they were confident to speak up and that managers responded appropriately. Incident reporting systems were used consistently, and safeguarding concerns were escalated when risks increased.
 

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 supported an inclusive workforce and valued staff from a range of backgrounds. Staff described feeling respected and supported as individuals. Training opportunities were available to help staff understand different needs and conditions, and reasonable adjustments were considered where required. Leaders promoted equality through supervision, support and opportunities for development and progression.
 

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 provider had governance systems in place to monitor quality and manage risk. The implementation of a new electronic care record system had significantly strengthened oversight of care records, audits, incidents, safeguarding and training. A capacity planner supported safe decision‑making and helped ensure the service did not accept more referrals than could be safely managed.
 

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 effectively with a wide range of partners, including hospital discharge teams, urgent crisis response, health professionals and emergency services. Regular multidisciplinary working supported timely discharges and helped prevent unnecessary hospital admissions. Information sharing and handovers were managed well, ensuring continuity of care when people moved between services. These partnerships supported joined‑up, responsive care and positive outcomes for people.
 

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 provider demonstrated a commitment to learning and improvement. Incident analysis, safeguarding reviews and staff feedback were used to identify themes and areas for development. The introduction of digital systems represented a positive innovation that improved oversight and reduced reliance on manual processes.