Fair Haven

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 service 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 relatives were complimentary about the service. A relative said, “Management is very friendly, caring and kind. They promote a 'family' atmosphere as best they can which gives the home a welcoming feeling.”

Staff felt part of a team and were proud to work at the service.One staff member said, “I am proud to work at Fair Haven.” Another staff member told us, “I value working alongside the entire team. Over the years, we have shared knowledge, supported one another, and built strong relationships that go beyond simply being colleagues.”

The registered manager told us the provider was supportive and held weekly meetings designed to share knowledge and good practice. This supported the service to have a shared vision and strategic goals.

The service 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.

Staff felt supported by the management and found the registered manager to be approachable. One staff member said, “The registered manager demonstrates inclusive behaviour by being approachable, listening to staff, encouraging open communication, and ensuring everyone is treated fairly and with respect.” Another staff member told us, “The registered manager is very approachable and has an open-door policy, meaning staff can speak with [registered manager] at any time if they need help, support, or have any concerns.”

Relatives were complimentary about the management of the service. A relative told us, “The management at Fair Haven are exceptional people. Their professionalism and humanity are always evident.”

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

The provider ensured safeguarding and whistleblowing were understood and talked about often. Staff had safeguarding training and whistleblowing was discussed in staff meetings.

Staff told us they knew how to whistle blow, and report concerns to external organisations if necessary. A staff member said, “I would report everything to the managers as soon as possible and do my best to document everything.”

The provider had an up-to-date safeguarding policy which explained what a whistleblowing is and what responsibilities staff and the management have.

The service valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who work for them.

New staff completed a health questionnaire form in case any reasonable adjustments at work should be explored.

Staff told us they felt valued and respected by the registered manager and the provider. One staff member said, “The registered manager supports the well-being by creating a conducive workingenvironment, providing work life balance byadjusting workload, encouraging staff to take their annualleave and breaks and by offering option life flexible working condition.” Another staff member told us, “I believe the workplace is inclusive and promotes equality of opportunity for all staff. We have a diverse and multicultural team.”

The service 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 share this securely with others when appropriate.

Governance systems were established and operated effectively. There were clear lines of accountability within the management team of who was responsible for the oversight of the service.

Services we regulate have a statutory responsibility to notify CQC about certain events that occur in a service. Notifications were being submitted as required.

People and relatives felt the service was run well. One relative said, “I do think Fair Haven is well managed and they have done their very best to accommodate my family members.” Another relative told us, “I am very happy with how the service is managed.”

The service understood their duty to collaborate and work in partnership, so services work seamlessly for people. They shared information and learning with partners and collaborate for improvement.

Staff and management were open and transparent, and they collaborated with all relevant external stakeholders and agencies.

Health and social care professionals were complimentary about working with the service. Comments included, “It is an incredibly good care home. It is well managed, residents are cared for extremely well (staff go out of their way to give person centred care) and communication between the care home and myself (and their community pharmacy is very good)”, and “I have no concerns about the care of the residents, the staff at Fair Haven are doing an amazing job and they always accept any feedback I have diligently.”

The service 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 provider was committed to continues development and learning.The provider was planning on expanding their advanced planning training to ensure they could provide people with accessible and compassionate care. The provider had systems for sharing lessons with staff.