Hesslewood House 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. This is the first assessment for this newly registered service under a new provider. 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 71 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities.

A new provider had taken over the service just over 18 months prior to our inspection visit. The registered manager and staff described how the provider had taken steps to support them, with a focus on improving the service. Meeting minutes showed how senior managers had been involved with the service, taking time to listen to staff and ensure they were supported through the transition process. One staff member told us the thing they enjoyed most about working at Hesslewood was, “The teamwork. All staff pull together.” Another said, “Seniors are very supportive, (I have a) strong bond with them.”

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.

People, relatives and staff told us they knew the registered manager well. They described the registered manager as being involved and visible in the service. Relatives’ comments included, “The [registered manager], yes, I have met her. She also knows my [relative], she takes a close interest in them. Every time I visit, I see her around”, “[The registered manager], she is lovely. I think that it is down to her that I feel [person] is safe and that is a big task to achieve, to keep everyone safe” and “Yes, I do know [the registered manager], in fact, she communicates quite well and she came with us and the family when we went out on a trip. And last weekend there was a Community Fayre and she was all a highly visible part of it.”

The registered manager was knowledgeable about the service, the people living there and the challenges.

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

The registered manager was open and honest with people, relatives and staff. Staff were aware of how to speak up and were encouraged and informed how to do so. Information about speaking up was shared in team meetings and via posters displayed within the home. The registered manager took appropriate action when information was shared with them.

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.

There was a multicultural workforce employed at the home with over 11 nationalities. The library had a faith corner, which included religious texts from a wide variety of faiths, and the service had a prayer room and prayer mats for staff to use. An ‘around the world in 90 days’ initiative had helped celebrate diversity throughout the home. Staff members were offered support through personal challenges.

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. However, we made a number of observations which meant these processes were not always successful. For example, in identifying poor practices in recording on documents throughout the home.

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.

Hesslewood House was an active member of the local community. They had close links with a local learning disability nursery, which was the home’s chosen charity for the recent Summer Fayre. Visits to local amenities, such as a dementia cinema and the local ‘soap box Derby’, took place and people were engaged with voluntary and charitable activities. For example, the local rescue service.

The home had recently begun to provide a ‘pit-stop’ service for professionals, such as district nurses, offering them a place to have a comfort break and / or a drink whilst on the road.

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 registered manager welcomed feedback and always used this to consider and improve the service. The registered manager participated in local authority groups to share best practices and knowledge with other services in the area. People were consulted about changes to the service and staff were encouraged to engage and share ideas. The service had benefitted from being part of the provider’s group and the sharing of ideas with other homes within that.