Lepton Heights Health Care Limited Also known as Exemplar Health Care

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.

This is the first assessment for this newly registered service. This key question has been rated 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 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.

Vision and values posters including information about what needed to be done to meet each value were on display in the home. The values talked about kindness, commitment, listening, trust and fun and were relevant to all involved with the service. For example, the information around the value of fun was, ‘we encourage a fun environment for those who care and those who are cared for to promote good health and happiness’.

Diversity and inclusion were prioritised through training and the role of diversity champions and staff felt appreciated, involved and listened to.

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 very new to the service at the time the assessment took place but had been a registered manager in another of the provider’s services. They felt supported by their clinical manager who, staff told us, had provided very good leadership in the absence of a manager. The manager was anxious to make themselves known to everybody at the service and to build a relationship of trust. They had an open-door policy and had created a rota of their whereabouts for their office door, so people and staff knew where they were if they wanted to speak to them.

Senior leaders were wholly supportive of the manager in working to further a caring service and inclusive culture where everybody involved with the home felt valued.

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

People living at the service, their relatives and staff were empowered and encouraged to speak up to identify any concerns and to drive improvement within the service. Information about how to do this was internally and externally was readily available on notice boards throughout the service. The provider had a ‘Service user council’ where representatives from each service attended regional meetings. The new manager made sure minutes of these meetings were made available and were looking to find an ambassador to represent the service at future meetings.

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.

Diversity and inclusion amongst the workforce were promoted. The manager was establishing systems to make sure staff working at all levels and in all departments had their opinions heard. For example, the manager had spent time with night staff to make sure they didn’t feel forgotten and their views could be put forward at staff meetings if they were unable to attend.

Event’s learning about and celebrating different cultures had been held with people having the opportunity to try different foods.

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.

Systems for auditing quality and driving improvement within the service were in place. A clear governance timetable showed who was responsible for which audits with the manager having full overview. The manager liaised regularly with members of the provider’s leadership team to discuss governance and what actions needed to be taken to drive improvement or effect changes within the service.

Policy changes and updates were communicated to all staff.

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 new manager was establishing key contacts and developing ways of partnership working to make sure people received support and joined-up care. They had liaised with the GP surgery to set up an efficient way of working and had organised meetings to introduce themselves to partners such as commissioners in the locality.

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.

There was a culture of learning, involvement and listening at the service. Staff were encouraged to share ideas and initiatives and feedback from people and their relatives was listened to and acted on. Lessons learnt from when something had gone wrong were shared with all staff.