Highview Residential Home

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

Leadership was strong, confident, and inclusive. The registered manager proactively supported staff and collaborated with partners to improve the service and improve the quality of care being delivered to ensure it was safe and person-centred. Staff were provided fair and equal opportunity at work and were valued and respected. They spoke positively about the registered manager and told us they listened, were approachable and caring. The service worked proactively with health and social care professionals to support people to experience positive outcomes in relation to their needs.

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.

Staff felt part of the shared direction and culture and told us they liked working at Highview Residential Home. Staff and leaders were committed to the people they supported. They told us they all shared the same view and wanted the best outcomes for people.

There was a positive and person-centred culture in the service with an emphasis on teamwork and everyone working to the same goal. There were clear processes to ensure the service continually sought to improve. Staff had access to people’s care plans and spoke knowledgeably about the people they supported.

The registered manager was approachable and took a genuine interest in what people, relatives and staff had to say. Staff told us they felt well supported. Comments included, “There are no problems talking to the registered manager. The registered manager is a lovely person. The registered manager is supporting the staff and very communicative, I really, really love it here. The registered manager is just fantastic and so supportive”, and “You can go to the registered manager with anything.”

The registered manager had knowledge, skills, and experience to lead the team. They were respected and highly thought of by people, relatives and staff. The registered manager had an open-door policy and was available to people, family members and staff when needed.

Staff told us they felt supported in their roles. Staff were confident in the registered manager to address any problems they had. Staff told us they felt confident in speaking up if they had any concerns about the care being provided or any other issues. Staff confirmed they knew how to whistle blow and to report concerns to external organisations if necessary. Comments included, “There are a couple of posters around the home with the safeguarding number on. I know to contact the CQC too”, “There is a number on the board in the office for our local safeguarding team and for the CQC”, and “I could report my concerns outside. I would call the CQC or the Police and definitely the safeguarding.”

The provider had up to date policies in relation to safeguarding and whistleblowing. The registered manager was aware of their responsibilities and the importance of supporting staff to speak up. Posters displayed within the service gave staff options to contact someone outside of the service itself if they needed to raise concerns.

Staff told us they were happy in their work. The registered manager gave examples of where they had made reasonable adjustments to staff’s working patterns for specific needs, for example, to incorporate family commitments or to look after their relatives.

People’s differences were accepted, and they were supported by staff who understood them. Staff had undertaken equality and diversity training as part of their induction and had access to the organisation’s policy on equality and diversity.

Staff spoke positively about the registered manager and told us they felt able to come to them for support if needed.

Governance systems were established and operating effectively. The registered manager had made all notifications to CQC as required by law. A notification is the action that a provider is legally bound to take to tell us about any changes to their regulated homes or incidents that have taken place in them. This is a legal requirement.

People and relatives told us staff were competent and they contacted health and social care professionals when this was needed.

Staff were regularly communicating with health and social care professionals. The registered manager spoke positively about working in partnership with external health and social care professionals and how this had led to better outcomes for people. The registered manager told us they were working closely with the local GP and district nurses’ teams.

We received positive feedback from external stakeholders and professionals who work with the home .

Systems and processes in place were effective. This ensured good working relationships with health care teams and the local authorities. These relationships supported people to receive joined up care. The provider was seeking to develop a day centre at the home.

Staff told us they were always learning and improving their practice. The registered manager told us about the ways in which they were continually looking to improve the service. This included audits and listening to feedback.

The provider effectively used oversight systems and processes to monitor all aspects of quality and safety to continuously learn, improve and innovate to deliver a high quality home. Staff had access to additional training when required.