The Hazelwell

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 remained 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 were motivated by and proud of the service ensuring that there were high levels of satisfaction. Some staff did tell us that they had not met the provider, and the provider had not shared their vision and values with them. We shared this feedback with the provider, and they recognised that other services had taken priority as they required more support than The Hazelwell. Leaders ensured that staff were well-informed and actively involved in improvements. One staff member told us, “The managers are all fabulous and it is a very good home, and the culture is so different to the past and the staff work very well together. I think the is the happiest the staff have ever been, and it makes for such good place to work.”

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. People, their loved ones and staff gave us positive feedback about the leaders. One relative told us, “I can talk to anyone if I want. The teamwork is fantastic. The management is friendly.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff told us, “Really good culture here and the registered manager is very responsive and deals with things very quickly. I can see a difference and the nurses are very approachable” and “Everyone is respect, and we can approach anyone to speak to and get support. The Deputy is very welcoming and approachable as well which is so important.” Processes were in place for staff to communicate their views on the home.

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 spoken to were highly motivated and appreciated the leadership approach of fostering an inclusive team. One staff member told us, “The registered manager is very hands on and is always visible around the home. I never go to his office as I know he will be on the floor somewhere supporting people and staff or talking to relatives. I think he does such a good job, and I totally appreciate all the work the management do.” Minutes of team meetings evidenced staff were invited to give feedback about the service. The provider had an appropriate equality, inclusion and diversity policy.

The provider had clear levels of accountability and comprehensive governance systems to ensure people’s health needs, and the environment were regularly audited. They acted on information around risk, performance and outcomes, and shared this with others when appropriate. Staff told us about their duties and responsibilities, they told us how they managed risk and reported concerns to management. Managers and staff understood their roles, and were clear about quality performance, risks and regulatory requirements. There were checks and audits in place to monitor quality and safety. Action was taken when audits identified areas for improvement.

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. Relatives told us about attending resident meetings, “I have attended two relatives’ meetings, and I do not have any concerns or issues. I do not have any problems speaking with anyone in the home” and “We received minutes of the relatives meeting.”

The provider focused on continuous learning, innovation and improvement across the organisation and local system. For example, the registered manager was exploring further external falls training and increasing face to face training. The provider utilised reflective exercises for staff to learn from incidents when things went wrong to ensure learning was understood. They encouraged creative ways of delivering equality of experience, outcomes and quality of life for people. They actively contributed to safe, effective practice and research.