The 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. 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.

This service scored 71 (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.

Staff told us how much they enjoyed working at the home and told us they had opportunities to share their views at supervision and staff meetings. A staff member said in relation to the manager, “I do feel valued, they show me respect and show an interest in me as a person.” They also said that the registered manager, “Has an open-door policy and is always approachable.” Another staff member said, “We all get on well. The home is well managed. If I had a child with learning disabilities, I would have no issues with placing them here, there is good care.” Another told us, “It’s nice to be appreciated and recognised for the work we do.”

A relative told us about a number of improvements the service had made. However, they also said the registered manager, “Pushes, he is always saying it could be better. He is always striving for improvement. We like that. We couldn’t wish for better.”

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 registered manager was supported by a deputy manager. The registered manager told us he had, “A strong area manager.” He said he, “Listens, respects, reflects and supports.” He confirmed that they have days out as a team where they join other services to get together and celebrate each other’s achievements.

Staff were clear about the role and responsibilities of each staff member, and they knew how to get support when they needed it. A staff member told us the registered manager and the deputy “Give positive feedback.” They told us about the employee of the month scheme where all staff voted for a staff member who had gone above and beyond in their role. The winner was given a gift voucher and a box of chocolates.

A relative told us the registered manager “Is all for making it a home, he looks after people’s needs and he understands their needs. We can’t thank them enough; we can sleep at night.”

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

Staff told us they were able to speak to the management team about any concerns and had access to whistleblowing information and guidance if required. They said they had opportunities to share their views through supervision and staff meetings but also as the home was small, they could meet with the registered manager and the deputy at any point. Staff meetings were also an opportunity for staff to share their views on the running of the home. Minutes of meetings demonstrated that all staff were encouraged to contribute their views.

Staff told us that whilst people might not be able to tell them verbally how they were feeling, they knew the subtle signs and cues that meant that they were not happy.

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.

People were cared for by a diverse staff team. Staff told us the registered manager and deputy recognised their individual needs and respected them. A staff member said, “I am respected, the registered manager shows an interest in me as a person, he thanks me for the work I do.”

The provider had an equality, diversity and inclusion policy in place which set out how they were committed to ensuring those employed were free from harassment, bullying, victimisation and unlawful discrimination. Staff completed training on equality and diversity.

The provider’s governance had improved since our last inspection but there were still areas of governance that needed to be tightened. The provider shared information with staff and people about the policies and procedures and these were reviewed at regular intervals. There was no specific policy/procedure regarding the use of cameras within the home. Audit systems had not identified the slightly different wording regarding the use of cameras within a mental capacity assessment, best interest meeting and a risk assessment. We received mixed views from staff, relatives and a visiting professional on the use of the cameras. The registered manager acknowledged this needed greater clarity.

There were systems to seek the views of people’s relatives, the last survey was in 2025. There were clear policies and procedures in place and staff followed these. The provider was aware of their statutory responsibilities to notify CQC about certain changes, events and incidents that affected their home or the people who use it. These notifications were submitted appropriately; however, we noted one incident that had not been reported but had been dealt with well.

Apart from the above, the registered manager and deputy manager had good oversight of the home and any risks, along with regular checks to ensure the quality of people’s care and support.

There provider had a range of systems to monitor the running of the home both internally and externally. A three-monthly assessment was carried out by an operational lead and from this an action plan was drawn up detailing any work that needed to be carried out. The operation’s lead said they were a bit behind with assessments, but this had little impact as they had full oversight remotely of all the actions carried out by the registered manager and he was in touch with him regularly. In addition to this the quality team did an annual 3-day internal quality audit, and an external consultant had recently carried out an assessment of the service. The provider had a business continuity plan, to help ensure the service could continue running during and after disruptions.

The provider understood their duty to collaborate and work in partnership, so homes worked seamlessly for people. They shared information and learning with partners and collaborated for improvement.

The manager and staff team engaged with the local communities and partners. This included GP’s, nurses and others involved in the care and support of people. They contacted them proactively to gain the support and advice they needed to the benefit of people. A health care professional told us, the “Registered manager, was very welcoming and engaged well with us and the aims of the service.”

The registered manager told us he had opportunities to attend manager’s meetings within the organisation to share ideas,

The deputy manager did a weekly newsletter for families. This included photos of the activities that people had taken part in. The newsletter had recently changed from weekly to monthly. People’s relatives told us they loved receiving the newsletters.

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.

Staff had opportunities to develop their skills and knowledge. Staff told us they felt the training provided met their individual needs and those of the people they supported. Some staff had additional responsibilities which ensured the smooth running of the home. The management team were open, transparent and engaged positively throughout the inspection. They acted immediately on any areas of improvements we identified. They welcomed feedback and demonstrated a clear commitment to continuous learning and improving the quality of care.

In addition to recording areas for improvement, the home celebrated their successes, such as the employee of the month, compliments received and noted in people’s lives as a result of active support. Staff valued this sharing. A staff member had entered a competition and won a free ice cream for all the service users. This was a very welcome prize and there were photos taken to celebrate the win.