Hengist Field Care Centre

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

At our last inspection, records had not always been accurate and the key question of well led was rated requires improvement. At this assessment improvements had been made and records were now accurate. There was a positive culture within the service, staff felt supported by the management team. The provider shared their vision for the service with staff through meetings and supervision. There were policies and procedures in place to make sure the quality of the service was monitored, and improvements were made. The provider sought feedback from people, relatives, staff and professionals, the feedback had been positive. The service invited the community to events and celebrations.

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.

Senior management told us they regularly discussed the organisation’s values with care staff. They involved staff through meetings, support, and supervision meetings in reviewing the plan and discussing their responsibilities in implementing the values. Staff showed they understood their job roles and they delivered their jobs effectively to meet people’s needs. The operations manager told us ways they encouraged and supported staff to continue to promote the organisation’s values and improve their performance. They celebrated success and recognised achievements.

The provider shared their values and objectives. Each staff had a copy of their job description which also contains the organisational values and objectives. Staff appraisal meetings and supervisions were also used to discuss the organisational values and objectives. We saw posters around the home about the organisations values.

There was a registered manager who was responsible for the management of the service. They described how the structure within the organisation supported them including a deputy manager and department leaders. They felt the clear management structure helped staff to feel supported. Staff told us, they were confident to speak to the registered manager and operations manager about any concerns they may have. The operations manager told us they operated an open-door policy which meant anyone can approach them anytime.

The provider had policies and procedures in place to support staff including, a grievance procedures about how to escalate concerns. There were effective processes for staff supervision and team meetings for staff support.

Staff described the process to whistle blow outside of the organisation if needed. Staff told us they were confident to raise concerns and were given opportunities to do so and were confident action would be taken.

The provider had procedures in place to support staff to speak up and there were posters displayed around the service.

Staff thought everyone was given equal opportunities in the home. The staff team was diverse, and they told us they were supported accordingly. They felt this led to a positive culture amongst them and they communicated effectively. The registered manager and operations manager told us how they had managed conflict amongst staff in an open and supportive way. Staff were supported to succeed and be effective in their roles irrespective of their disability and diversity. A member of staff was given extra support so they could continue to do their jobs. The provider had carried out a risk assessment and they made adjustments to accommodate the staff member’s situation. Staff religious and cultural needs were accommodated, working patterns had been adjusted for staff to accommodate their religious practices.

There were effective processes in place to provide equality and diversity and management of conflict training. Staff also attended team building exercises.

The provider completed a staff survey and the feedback was positive. The majority responded to all questions with either good or outstanding. Staff stated the service was well led and they felt supported.

The provider used a range of methods to monitor the quality of the service. Quality audits and checks were regularly carried out by the registered manager looking at various aspects of the service including recruitment, infection control, incidents and accidents and care delivery. The operations manager also completed review of the service monthly. The provider had completed a quality survey in 2024 to gather feedback from professionals, relatives and people using the service. The feedback received was positive.

People told us, they were involved in developing their support in the way they preferred. They confirmed staff provided support in the way and at times they preferred. People also told us they received information in the way they preferred.

The management team told us they worked in partnership with various organisations in the community. The dementia support group visited the service to support people, local churches, local community group to do activities. The service were involved in various community projects. They had carried out fund raising events to support a local church. They participated and celebrated events as part of the community. People told us they received visits from the GP and other healthcare professionals when they needed them.

We requested feedback from partners, we did not receive any negative comments.

There were effective processes in place to involve the community within the service as much as possible, to support people's preferences and spiritual needs. There were processes in place to make sure people were referred to healthcare professionals and staff worked with them to provide joined up care for people.

Staff told us they were given training relevant to their roles so they could provide effective care to people. They had discussions during their supervisions to develop plans for their future development. The management team told us, the provider continued to review its processes to provide and develop care and support to meet people’s needs and follow current best practice.

The provider had a business continuity plan which sets out measures to manage unforeseeable situations and risks. The provider also had a home improvement plan which covers various aspects of the service and actions required. The management team received updates from outside agencies and local managers groups to keep up to date with changes in social care.