Havesters Care Ltd

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 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 provider and staff were clear about the direction of the service which was to improve people’s life and make them as fulfilled as possible. The provider told us they were clear about the standards they expected, providing support and guidance when staff had failed to meet the standard. A member of staff commented, “The values include dignity, respect, compassion, person-centred care, and promoting independence. These were introduced during my induction, are displayed around the office? and come up in supervisions and training. I demonstrate them by treating each person as an individual, listening to their preferences, and supporting their choices with empathy and professionalism”.

Staff provided positive feedback about the management team and the culture of the service. Staff told us they could talk to the office staff and the management team at any point and felt involved and included in the day to day running of the service and any changes that occurred. Staff told us they had team meetings, as well as 1-2-1 support and supervisions, which provided opportunities for discussing any issues with the service and how to make improvements. One staff member commented, “I have confidence in the leadership team. They are very knowledgeable about safeguarding, risk management, and individual care needs. For example, when we had concerns about someone’s mobility decline, the manager quickly arranged input from physiotherapy and helped adapt their care plan. An area for improvement might be more regular one-to-one check-ins with staff”.

The provider had learned a number of lessons since our previous inspection. New IT systems were put in place and training had been updated to reflect people’s needs. The registered manager said, “We have made so many changes to improve the care we provide”.

Staff attended team meetings. These provided them with the opportunity for discussion about the service, care they provided to meet people’s needs and learning opportunities. Staff told us they felt supported by management and within their roles. One staff member commented, “Yes, I feel supported. Team leaders and managers are approachable, and I know I can go to them if I have concerns. Supervisions and team meetings also give me a space to raise issues or ask for guidance”.

Any incidents or accidents at the service were investigated by the provider and professionals told us the registered manager was open to feedback and learning lessons. The service had a policy for staff to follow should things go wrong, and we saw there was an incident form template to use should staff need to.

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. There were policies and procedures in place to support equality and diversity. Staff had received training and knew how to recognise discrimination within the workforce. Staff told us they were all treated equally and were not discriminated against. They gave the examples on how all staff were involved in planning who would work and when. A member of staff commented, “The provider checks in with staff through surveys, team meetings, and supervision sessions. They ask for our feedback on working conditions, wellbeing, and training needs. Recently, they introduced wellbeing resources and offered mental health workshops after staff feedback”.

At our last inspection, the provider had ineffective quality assurance measures in place. At this assessment, we saw significant improvements had been made. A robust system to monitor, assess and drive improvements to their service had been implemented. This included medicines management audits, care plans and risk assessment audits, daily notes, and infection control audits. Sufficient improvement had been made at this inspection and the provider was no longer in breach of regulation. We were assured that staff understood their roles and responsibilities and the management team could account for the actions, behaviours and performance of staff. We saw there were effective quality assurance processes in place. These included feedback from people and were used to help continue driving improvement within the service. A member of staff commented, “We are encouraged to share suggestions in meetings, through staff surveys, or directly with the manager. For example, staff ideas helped improve activity planning by adding more weekend options based on feedback from both staff and residents”.

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. The provider told us they regularly received the minutes from provider forums run by the local authority. A member of staff commented, “we work closely with other professionals to make sure people receive the right care. For example, if someone is showing signs of mental health changes, we support the Community Psychiatric Nurse (CPN) by providing daily updates and observations. When the GP visits, we help prepare information and follow up on any treatment plans. We also support physiotherapists and occupational therapists by implementing mobility or equipment recommendations into people’s daily routines.”
Learning, improvement and innovation.

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 implemented a new quality assurance IT system which monitored the quality of care effectively.

Regular staff meetings were held to advise staff on best practice relating to safe care of people using the service. Issues discussed with in staff meeting included, for example, people’s well-being, supervising people during activities, care plans and risk assessments, the importance of accurate recording and staff training.