Highfield Farm

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 71 (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 did not have a clear shared vision, strategy and culture which was based on transparency, equity, equality and human rights, diversity and inclusion, and engagement. The provider told us recent changes had impacted the culture amongst the staff team, and some staff supervisions were overdue. However, improvements were being made. Staff told us they felt supported in their roles and worked well together. Staff meetings were undertaken regularly. Staff were provided with opportunities to give feedback, via suggestion boxes, surveys, and the manager operated an open-door policy.

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. The service had recent management changes. There was a new manager in post at the time of our assessment. The new manager was in the process of implementing new systems to improve the service. People knew who the management team were and we observed people comfortably chatting to managers. Staff told us they felt supported by the manager and could raise concerns and suggestions with senior managers if they wished to do so. A staff member said, “If I had concerns, I can speak to the manager.” Another said, “The manager is lovely, they put us (people) first.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff told us they felt comfortable to raise concerns if required, and they would be listened to. People we spoke to understood their rights, and told us they could speak to staff, ask for things and make their own choices. Complaints were effectively recorded, actioned and responded to.

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 felt included and supported, and staff were treated fairly. Staff received Equality Act training, staff told us no one had been subject to any form of discrimination.

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. Audits were undertaken regularly, including auditing of the environment, health and safety and medicines. Information was stored in line with GDPR requirements. Business continuity plans were in place, which detailed how the service responds in the event of an emergency, such as a loss of utilities.

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. People were supported to be involved in the community. People and staff were involved in raising money during a charity walk. People told us they received visits at the service without restrictions, from family and friends. People had their own phones to enable them to keep in contact with family and friends, and the service had communal Wi-Fi in place for people to use. Information was available to people about local community projects taking place, such as garden parties, jumble sales and arts and crafts courses.

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. The provider had a detailed service development plan in place which detailed how the service planned to make improvements, such as refurbishments, records, and training and development. Regular service quality audits were undertaken, which meant plans to continuously drive improvements were ongoing and sustained. Provider meetings were held weekly to monitor the service and action any concerns highlighted.