Hoylands 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 our last assessment we rated this key question requires improvement. At this assessment 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.

The provider was previously in breach of the legal regulation in relation to good governance. Improvement was found at this assessment, and the provider was no longer in breach of this regulation.

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 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 organisation had a shared vision for a society that works for autistic people with values based on being pioneering, empowering, upfront and inclusive. Leaders were knowledgeable about their regulatory responsibilities and also about the priorities for the development of the service. Systems and processes were in place to provide support to staff and promote a positive, open and inclusive culture. Managers and staff knew people well and understood the challenges they faced. They worked together to provide quality care and support to people living at the home.

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. Systems and processes were in place to provide support to staff and promote a positive, open and inclusive culture. Leaders had the skills, knowledge, experience and credibility to lead effectively. Staff were supported with regular meetings where they could discuss the running of the service and share any ideas. Overall staff felt supported and felt able to contribute their ideas for the service. One staff told us, “Team meetings are invaluable and provide a platform for making suggestions and putting views across. I feel valued and heard.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The provider fostered a positive culture where people felt they could speak up and their voice would be heard.Systems were in place for people, families and staff to speak up. One relative told us, “Communication is very open.” Another family member commented, “There is nothing I couldn’t approach them with. Nothing I couldn’t ask.” Staff overall felt they could approach managers and their voices be heard. One staff told us, “I do feel any concerns I may have are listened to and acted upon.” Another staff member told us, “Yes [I can make suggestions] and yes we have regular staff meetings and a suggestion box.”

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. The provider had policies and procedures in place regarding equality, diversity and inclusion and staff had received training on equality and diversity. We received feedback from staff that when needed adjustments were made to support them with their personal circumstances. Overall staff were positive about working at Hoylands House and felt they were supported and treated with respect. One staff told us, “Always feel supported by managers and colleagues.”

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. At the last assessment the provider was found to be in breach of the legal regulation relating to good governance. Improvements were found at this assessment, and the provider was no longer in breach of this regulation. The registered manager had good oversight of the service and was supported in their role by the provider. The provider had structures in place to monitor and improve the quality of care they delivered. Systems such as audits and quality monitoring were used to check the quality and safety of the service and actions noted to be in place to address issues highlighted. Where we noted issues during our visits the provider was responsive and actioned these immediately. The manager was aware of their responsibilities to notify partners of events that happened at the service. However, we asked them to review the threshold for notification of events with the local authority to ensure all external parties including CQC were aware of all notifiable events that had happened at the service. The service had a business continuity plan which detailed how they would be prepared for emergencies.

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. Records seen evidenced positive working relationships with other professionals. Advice was sought, and referrals were made in a timely manner which allowed continuity of care. We received positive feedback from professionals involved in the service. One professional commented, “I have always found the staff to be professional, knowledgeable of the residents and caring towards them.” Staff were also aware of the value of working in partnership, with professionals, people and with other staff. One staff commented, “We are a dedicated group who try our best to give the best we can to our residents.”

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. The provider had systems and processes in place to monitor and reflect on good practice and to share lessons learned. The senior team were responsive throughout the assessment to suggestions for improvements to ensure people received safe and effective care. Staff had opportunities to give feedback and contribute to the overall development of the service. Hoylands House worked with people and their families to build a culture focused on improved outcomes for people. One relative told us, “They’ve been amazing with [person]”