Haviland House

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. At this assessment 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 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. People and their relatives had opportunities to give their views and opinions through surveys, meetings and informal conversations with staff and management. There was a post-box available for feedback if anyone wished to remain anonymous. The management team listened to and actioned requests, for example, more trips out were being arranged based on feedback. The registered manager understood the challenges of people they supported and specific dementia related workshops and resources were provided to staff to enable them to do their jobs well. Relatives were supported and provided each other mutual support, one relative told us how they gave talks and information to others about funding issues and what could be applied for.

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 registered manager was supported by a deputy manager, clinical lead and the director of care homes and dementia services. A healthcare professional commented on the management structure and told us, “I had not seen this work approach from any previous managers or clinical leads. In 18 months, I have seen a positive change in the leadership, a closer team cohesion that has led to a significantly improved environment for staff and residents.” Actions from audits, complaints and feedback were shared at staff meetings to instil a culture of learning and transparency. A staff member spoke about the management changes and said, “Since the last inspection, things are a lot more structured now, there were quite a few managers over the years. Through all of the management, this is by far the most organised and structured.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The management structure enabled staff to speak up confidently. Staff told us they would be comfortable to speak with their line managers but also to speak to senior managers if they needed to. Staff were aware of the provider’s whistle-blowing policy, there was a named freedom to speak up guardian should staff need to make contact with them. Staff meeting minutes showed where the registered manager encouraged staff to speak to them and shared information about how they assessed staffing levels following an anonymous concern they had received. A staff member said, “I am happy with the management and could go to them if needed, they would take action, especially [named members of the management team] or the team leaders. I can trust 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. Staff told us they felt valued and listened to and could voice their opinions at any time. A staff member said, “I like it here, its lovely a place to work. I have worked here for a year and settling in ok and have support from the management and the team, which makes my life easier.” Staff’s protected characteristics were considered and where needed risk assessments were completed to enable them to work safely. A staff member told us how they were enabled to return to work safely after an injury. Another staff member told us how their shift patterns were adjusted to suit their circumstances, they said, “I work days, this fits in well with home, they are very flexible, it is very convenient to balance my work life.” The provider employed some staff from overseas, a member of the management team told us how they ensured they were supported, for example, shift patterns and breaks would be arranged so the staff member could call their loved ones in accordance to time differences.

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 range of quality monitoring processes were in place and were effective in identifying areas of improvement. Audits and checks were conducted by the management team and leads such as the housekeeping lead and dementia lead. Quality assurance findings were added to the lessons learned register and service improvement plan. An overall action plan was developed and showed lines of responsibility and proposed dates for improvements to be achieved. These were followed up monthly to check on progress. The registered manager told us how they had made changes to improve environmental sustainability. There was a provider wide committee who discussed and implemented ideas. These included ways to minimise the use of paper, composting and a car sharing scheme for 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. Staff worked with external professionals to ensure people's needs were met and reviewed. Staff and professionals told us of their close working relationships to promote positive outcomes for people. A visiting healthcare professional commented, “I have only witnessed residents and families being treated with kindness and respect when I have been visiting Haviland House. I would currently say the service is effective, responsive, caring and very well led. I feel welcomed and listened to on my visits to the care home with staff able to update me and provide information accordingly.” The wider community was welcomed for parties and events. The local church held services within Haviland House and a local child minding group visited on a regular basis. People went out to garden centres and cafes, the provider had plans to open another facility for people to visit. People went out with their friends and family to church or visits home.

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 kept their knowledge up to date and regularly met with the provider’s other managers for mutual support and to share ideas and good practice. Audits were conducted for the all the provider’s services and results were compared so services could learn from each other. The registered manager demonstrated ongoing learning and improvement, they welcomed external audits and acted upon outcomes. These included an audit from the pharmacy and a mock inspection from the provider’s compliance team. The provider had identified that their electronic care planning system no longer met the needs of the service, the management team researched a new system to use. The registered manager told us, “[Name of new system] hits all the areas we struggle with.”