Hegarty Care

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 good. At this assessment the rating has changed to outstanding.

This meant service leadership was exceptional and distinctive. Leaders and the culture they created drove and improved high-quality, person-centred care.

This service scored 89 (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 very clear shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and an exceptional understanding of the challenges and the needs of people and their communities.

The registered manager fostered an exceptional culture of care where staff felt truly valued, respected, and heard. Team members described feeling confident to share feedback or raise concerns, knowing their voices would be welcomed and acted upon. They told us the registered manager was consistently approachable, visible within the service, and genuinely invested in their wellbeing. They confirmed the registered manager took time to check in, offer support, and ensure the team felt encouraged and appreciated.

The provider also demonstrated a strong commitment to partnership working. They collaborated proactively with healthcare teams, social workers, and local authorities, creating a seamless network of support around each person. Every professional who shared feedback only had praise and positive experiences to share of having worked with Hegarty Care staff and management.

Staff were motivated and proud to work for the service. Comments from all the staff spoken with confirmed this. One staff member told us, “We all strive to work together as a team and the teamwork at the house is second to none.”

Relatives told us the registered manager was open, transparent, and approachable and this enabled them to feel comfortable speaking with them regarding any issues or concerns. They felt confident that any concerns raised would be listened to and addressed promptly. This contributed to a positive relationship between families and the service.

The provider had exceptionally 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 always did so with integrity, openness and honesty.

Staff told us they felt valued supported and treated fairly by the registered manager. The registered manager was visible in the service and approachable. The registered manager told us, they had an open-door policy, and the staff team and families were able to come to the management for support when needed.

We received high levels of praise for the registered manager. One staff member told us, ‘[The registered manager] is one of the most supportive and effective managers that I have ever worked with.” Another told us, “Senior support workers regularly discuss changes with their teams, and [registered manager] is a present and available manager, guiding the seniors, who then guide and inform their teams.”

Professionals also echoed staffs’ views on management. One professional told us, “[Registered manager] is very knowledgeable and where [they] do not have the knowledge, is happy to research and we feedback to each other our findings. [Registered manager] has imparted this thirst for learning new knowledge and skills to their team, and on to the newly appointed deputy.”

Staff, families, and visitors were encouraged to contribute their views through surveys. An additional in‑house QR code enabled people to share feedback easily at any time, ensuring leaders had regular, real‑time insight into the experiences of those using the service and those supporting them. Staff feedback was also gathered and acted upon. A staff member told us, “[Registered manager] listens and responds to suggestions and concerns.”

This meant leaders demonstrated exceptional compassion, capability and inclusivity, creating a culture where staff thrived, people felt safe and valued, and high‑quality, person‑centred care was consistently delivered.

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

The service operated an open door policy, which ensured people and those who were important to them, could share their views and be heard. Staff understood the freedom to speak up policy in place for the provider, and their responsibility to follow this. This reduced the risk of any potential closed culture at the service.

There were opportunities for people who used the service and their representatives to share their views about the quality of the service provided. Where any ideas for improvement were shared, we saw the service had a, ‘you said, we did’, board on display, detailing recent changes made within the service.

The provider demonstrated an exceptional commitment to promoting equality, diversity and inclusion within the workforce. Staff consistently told us they felt respected, valued and listened to, and described a culture where individuality was embraced and celebrated. This inclusive approach fostered a positive and equitable working environment where everyone felt they belonged.

The provider strongly valued diversity and had created a culture that actively improved equality and equity for all staff. Team members described feeling empowered to grow, contribute ideas and act as positive role models for colleagues. Staff achievements were acknowledged and celebrated in meaningful ways, reinforcing a workplace culture where contributions were recognised and appreciated.

To support staff to work safely and confidently, the provider worked with an external trainer to ensure reasonable adjustments were effectively implemented. This included offering alternative ways for staff to complete mandatory training, ensuring accessibility while maintaining high standards of competency across the team. These adjustments supported staff to feel understood and supported and enabled them to thrive in their roles.

Everyone we spoke with described an environment where staff felt genuinely cared for. They said the leadership team were approachable, proactive and responsive to their needs. The registered manager shared examples of how they had helped staff achieve a healthier work–life balance, demonstrating a thoughtful and personalised approach that strengthened staff wellbeing. This support helped staff feel valued and ensured they remained confident and integral members of the team.

The strong commitment to equality, diversity and inclusion contributed directly to the positive, uplifting culture within the service. Staff were motivated, proud of their workplace and consistently delivered high‑quality, person‑centred care as a result. The provider’s approach demonstrated an outstanding standard of workforce support and inclusive leadership.

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.

Governance arrangements were fully embedded and used effectively to monitor performance, manage risks including positive risk management, which drove continuous improvement.

The provider demonstrated robust governance arrangements which ensured people consistently received safe, high‑quality and person‑centred care. Clear roles, responsibilities and lines of accountability were firmly established at every level. These systems operated seamlessly across the service and were used highly effectively to monitor performance, manage risk and drive continuous improvement.

Leaders consistently drew on the most accurate and up‑to‑date information about risks, outcomes and service performance. Information was shared appropriately with healthcare partners and external professionals to ensure continuity of care and support effective decision‑making.

The leadership team fostered an open, transparent and inclusive culture, where learning was encouraged and successes were celebrated. Staff told us they felt well supported and empowered to develop in their roles, and leaders demonstrated a clear commitment to nurturing talent and recognising achievement.

Families were kept fully informed and involved in all aspects of care planning. Relatives told us communication from the service was excellent, and they felt welcomed as valued partners in their loved one’s care.

The registered manager fully understood their regulatory responsibilities and duty of candour. For example, where incidents had occurred, a debrief was provided and a written response to any information of concern.

The provider demonstrated an exceptional commitment to partnership working and community involvement, ensuring services worked seamlessly around people’s needs. Staff consistently collaborated with external partners, shared information promptly and appropriately, and used shared learning to drive continuous improvement. This proactive and open approach strengthened relationships with professionals and contributed to consistently excellent outcomes for people.

Community involvement was deeply embedded in the service and went far beyond routine access. Evidence showed that relationships with local organisations were meaningful, personalised and genuinely enriched people’s daily lives. One particularly strong example involved a person who enjoyed visiting local charity shops. The provider worked directly with these shops, completing risk assessments and creating accessible information for the person in a format they understood. This ensured the person could participate confidently and safely. As a result, they became a recognised and well‑liked member of the local community, demonstrating the positive impact of thoughtful, person‑centred partnership working.

Staff consistently went above and beyond to enable community presence and inclusion. They supported people to build and maintain meaningful relationships with others, helping them feel valued, celebrated and firmly connected to their local area. This approach had a powerful impact, leading to improved wellbeing, increased confidence and a strong sense of belonging for individuals.

The staff team empowered people to take part in community life in ways that respected their identity, preferences and communication needs. Their commitment to inclusive practice inspired community partners to become actively involved in providing personalised opportunities and supportive environments.

Following the sad loss of a person who lived at Hegarty Care, the provider arranged to have a memorial plaque in their local park in their memory. Staff and people living at the service visited this regularly and enjoy reminiscing of their memories there.

Overall, the provider’s outstanding approach to partnership working and community engagement ensured people experienced rich, fulfilling lives with genuine connection.

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.

Systems of oversight included regular health and safety audits across key areas. Audit findings were reviewed and used to develop and implement action plans to ensure sustained improvements. The provider demonstrated a clear and ongoing commitment to learning, improvement, and the delivery of good quality care.

The service actively encouraged ‘out‑of‑the‑box’ thinking. When staff identified a new strategy that helped someone feel calmer, more independent, or more in control, this was quickly implemented, evaluated, and, if effective, adopted into the person’s support plan.