White Hart House

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. This is the first inspection for this newly registered service. This key question has been rated 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 68 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The service 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 manager told us, “Our organisational values are shared on our website. We have values based questions in our recruitment process. I have an open door policy.”

The service 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. There was a new management team in post, who were aware of issues and priorities within the service and were working towards improvements and changes to systems and processes. This included new digital systems to support the home to be more environmentally sustainable. At the time of our assessment the manager was completing the process to become registered with CQC.

The service fostered a positive culture where people felt they could speak up and their voice would be heard. Staff had access to regular supervision and support from leaders, promoting staff empowerment and involvement in the service. Staff members told us the manager had an open door policy and there were equal opportunities for all. People living in the home were asked for their views in a variety of formats throughout the year, these included in meetings with their keyworkers, house meetings and through surveys . Action plans were devised from these meetings and survey’s and were shared with people. Updates on action plans were provided in monthly newsletters. This meant people’s views were listened to and drove improvement.

The service valued diversity in their workforce. They work towards an inclusive and fair culture by improving equality and equity for people who work for them. Staff felt supported to give feedback and were treated equally, free from bullying or harassment. People with protected characteristics felt supported.

The service had clear responsibilities, roles, systems of accountability and good governance. However, they did not always effectively identify or act on the best information about risk and quality. Prior to our assessment the improvements required to people’s evening in-house activities had been identified but had not been addressed. Some of our records concerns were not known to management. Immediate action was taken to address these concerns, but time was needed to ensure the provider’s internal audits would always be effective.

The service understood their duty to collaborate and work in partnership, so services work seamlessly for people. They share information and learning with partners and collaborate for improvement. Relatives, staff, and the manager shared with us positive examples of collaborative working in partnership.

The service strived to focus on continuous learning, innovation and improvement across the organisation and local system. The service had not always taken learning from for example the fire service audit to ensure improvements were made without delay. Whilst we did identify some shortfalls during this assessment, the provider was responsive to our findings and acted immediately on key areas of improvement. They were passionate about wanting to learn and improve to ensure people were leading their best lives. The manager told us, the organisation was working towards becoming paperless. People’s information, including care plans are all accessed digitally, and all devices are password protected.”