Hawksbury 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 the last inspection we rated this key question requires improvement. At this inspection 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 and registered manager had a shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity, inclusion and ensuring this was reflected in the way staff worked with people and the local communities. They had adopted a forward-thinking approach to the delivery of care and with the team constantly looked what improvements could be made. Staff members said, “Staff at Hawksbury House feel supported, well-trained, and able to contribute to a positive, person-centred environment,” and “The team is supportive from fellow colleagues up-to management and there is a strong focus on providing safe, person-centred care.”

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 spoke positively about the provider and registered manager, describing them as supportive and responsive. One staff member said, “Management is accessible, approachable, and guidance is available when needed.” Professionals praised the team’s knowledge and commitment to safe, person-centred care. The management team promoted continuous professional development and themed supervision, which strengthened safeguarding responses and improved staff confidence.

The registered manager fostered a positive culture where people felt they could speak up and their voice would be heard. People, relatives and staff told us they felt confident to raise concerns with the registered manager and these would be listened to and acted upon. Regular meetings provided opportunities for discussion, and management was described as approachable. Staff reported feeling comfortable raising concerns and confident these would be addressed. One staff member told us, “I feel able to express myself openly and confident that my input is acknowledged and respected.” Another said, “I have raised concerns and safeguarding matters when necessary and have found that these were taken seriously and dealt with in a timely and appropriate manner.”

The provider valued diversity in their workforce. They work towards an inclusive and fair culture by improving equality and equity for people who work for them. The provider and registered manager valued diversity and ensured they followed best practice guidance.

The provider and management team had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. The provider visited the service every week and contacted staff on a daily basis to complete reviews. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate. Staff were clear about their roles and responsibilities, and recruitment practices met regulatory requirements. One staff member told us, “Overall, I feel Hawksbury House is a well-managed service with a focus on safety, quality, and continuous improvement.”

Staff worked collaboratively with healthcare professionals to support people’s needs. Staff clearly understood and carried out their duty to work in partnership and provide a seamless service. They shared information and learning with partners and collaborated for improvement. Visiting professionals praised staff knowledge and their communication with them. Relatives reported that staff were responsive and approachable, and the home maintained positive relationships with families.

The provider and management team focused on continuous learning, innovation and improvement across the organisation and local system. They demonstrated a commitment to continuous learning and improvement. Staff described a strong learning culture They encouraged creative ways of delivering equality of experience, outcome and quality of life for people. One staff member said, “We are all free to make suggestions.” Another told us, “I am involved in reflecting on how the service operates… feedback is crucial to identify what is working well and what areas need attention to improve.”