Haywood Lodge

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. Staff spoke highly of the culture in the care home and explained that they felt people always received good quality person centred support. One staff member said, “We work like a team and seniors even help on the floor, we all communicate. The manager always listens to anything I have said, they check in which is nice and what I love is the manager comes and mingles with the residents, they always say hi and bye before they leave. The residents feel they have a connection with [management team], they are very involved. It’s a family here.” Another staff member told us, “I think morale is quite good. The group of people I work with are great. We have some difficult times but we all pull together.”

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 management team were visible within the home and staff said all were approachable. One staff member said, “When we are short staffed the [management team] is very hands-on they pick up shifts, they put on the uniform and did everything a care person would do they never leave you short.” Senior staff with extra responsibilities told us they had good support from the management to fulfil the expectations of their role. One staff member told us, “[Care manager] has been doing the training for the seniors and myself and if I need any help with anything, I can go to anyone of them.” The registered manager told us they had worked a weekend shift, this helped them to get to know people living at the service and the staffing levels continued to meet people’s needs. People and relatives were complimentary of the staff and leadership. One relative said, “[Registered manager] is the spirit of Haywood Lodge. The registered manager allows staff to be themselves, they are not trained to the hilt so they lose personality.” This relative said, “One staff member can throw a party, one staff member can shower, one staff member can calm my [Relative].”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff told us they felt confident to speak up and raise any concerns this included how to whistle blow. One staff member told us,“If I had to whistle blow, I wouldn't be afraid. I would go to [management team] if I had a concern or I would contact CQC.” A senior member of staff told us the importance of staff feeling able to share concerns. “We all work together, and we can say things to each other, and I feel the staff feel they can come to me if they need to. I always say I can keep a confidence unless I have to report something.” Relatives were confident they were updated and involved if there was something they needed to know. One relative said, “Staff phone me up if they think they have made a mistake.” This relative appreciated this approach.

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. Staff told us the provider had considered flexible working opportunities for staff working at the home. One staff member said, “I really struggled on my shift, and they changed my shift which gave me better home life balance and time with my family.”

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. Regular checks were used to monitor risks and performance and to understand where improvements were required. The registered manager maintained oversight of weekly and monthly checks and audits and prepared a report which was reviewed and discussed at monthly meetings. Internal quality teams and senior staff had sight of completed audits, action plans and any patterns or trends. Where required, this information was shared with other services so any known patterns could be investigated to monitor a good quality service. The registered manager used our assessment to improve practices.

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 registered manager told us local schools supported the home. One staff member said, “We have parent baby groups come with their children, the residents love it.” They also said people were involved in what activities and interests they wanted to pursue. For example, local car clubs attended the home to share people’s passion for classic cars. Another staff member told us they worked well in partnership with other organisations such as local doctors and district nurses. People were very positive about the quality of care provided. Comments included: “This is brilliant”, “It is smashing. The best of food, the good teamwork, a good selection of carers who care”, “They have been very good in terms of being professional with issues” and “Excellent, staff are always pleasant even if they have had a bad day.” People knew who the registered manager was. One person told us, “[Name of registered manager] is very good. I wouldn’t like it if she left.” Relatives were confident their family members were involved in maintaining and making important relationships within the community. One relative said, “People here are not isolated from the world.”

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 told us people and their relatives were involved in sharing their views on the service and any areas which required improvement. The provider held regular meetings with both relatives and people using the service. One staff member said, “Meeting minutes of resident/relative meetings are shared and put on a board for staff to read so we know any suggestions made. Relatives said in the meeting they wanted more trips for residents and that happened activities people now sorting out more trips now.” Another staff member told us, “We can always put in our opinions the door is always open and welcomed. In staff meeting they ask what we can improve on or ask do we need more support. They ask everyone’s opinions. I feel your opinion is valued here.” The registered manager valued and used people and relatives feedback to find ways of delivering equality of experience, outcome and quality of life for people. The registered manager reviewed people’s care and a programme of audits and oversight through learning, helped develop improved practices. The registered manager said now they were part of a large provider group called HC-One, they had access to specialist services and professionals who could help them to identify better outcomes for people.