The Heathers

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 64 (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.
The provider had a clear vision for the home and told us about it. He said, “I want to be able to walk about the town and people know me for having a care home to be proud of.” The statement of purpose for the home was clear on the objectives, and how the people who lived at The Heathers should be at the centre of care and staff were aware of this. A staff member told us, “Something that was said by the owner in a staff meeting was his vision is to support us in delivering a service to be proud of. Aiming for high-quality person centred services that exceed the expectations of our residents. He wants staff to be proud to work at The Heathers delivering these services.”
 

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 provider was registered as the manager for the service. The registered manager for a sister home was working with staff and the provider to improve the procedures at the home. Staff told us they got on well with the management team, a staff member told us, “Communication has definitely improved.”
 

People did not always feel they could speak up and that their voice would be heard.
Staff told us that while there were improvements with the new owners of the home there were still things that remained the same. A staff member told us, “Since the change of ownership, many aspects of the home have remained the same as under the previous owner.” Staff felt the new owners were approachable, but most staff had not had formal supervisions since the management change. It was not always clear how staff, people and relatives could give feedback to ensure their voices would be heard. The registered manager had plans for electronic feedback, but this was not yet implemented.
 

The provider valued diversity in their workforce. However, they did not always work towards an inclusive and fair culture by improving equality and equity for people who worked for them.

While the workforce was diverse, some staff did not have English as a first language. It was not clear how the registered manager supported staff to know their rights or to improve their English. The registered manager told us there had been a different and closed culture when they took on the service, and they were working to improve morale and staff responsibility. The registered manager said that many staff had more responsibility in their countries of origin, and he hoped to utilise those skills in the future.

The provider understood their responsibilities, roles, systems of accountability and good governance, but needed more time to implement these to manage and deliver consistent 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 was aware there was work to be done to bring the home up to a good standard. There was a clear statement of purpose in place for the home, with reference to how residents and families will be kept in touch with changes, and how they can have input to care at The Heathers. The manager of the sister home of The Heathers was working with the provider and staff to improve audits and oversight. We saw examples of new audits and daily home checks used to improve care and the environment. However, this will take time to be addressed and embedded in the service. The provider told us, “There are regular family meetings now. We are regaining trust with people and their relatives.”
The provider was keen to appoint a staff member as a quality lead at the home to focus on governance and staff improvement.
 

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 local authority told us they were informed of adverse events at the service. A healthcare professional told us they had no concerns about the service. Staff shared information when needed and the electronic care system allowed staff to produce information promptly where sharing was necessary.
 

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.

Despite some areas needed for minor improvements, there had been minimal impact to people because staff knew them well. The provider was keen to continuously improve and had made numerous changes throughout the home, including to the kitchen and to the staff rota. The provider, in collaboration with the manager of a sister home, had implemented changes to audits and the oversight of the service ensuring daily checks and continuous improvement. The provider told us how he wanted to expand the staff knowledge, curiosity, and responsibility to ensure everyone felt empowered at the home. The provider planned to use technology where appropriate to enhance care and the ability for people to feedback on the service.