Highfields

The following is CQC's published account of its assessment, published 25 March 2026. References to “we” mean CQC. It describes findings at that time.

Highfields is a residential care home that can provide support for up to 5 people. There were 5 people living at home at the time of the inspection. The inspection started on 17 December 2025 and concluded on 16 January 2026. This was a planned inspection due to an aged rating. The service provides support to people with profound and multiple learning disabilities (PMLD). The PMLD network describes a person with PMLD as someone who has more than one disability, has a profound learning disability, has great difficulty communicating, needs high levels of support with most aspects of daily life. They may have additional sensory or physical disabilities, complex health needs or mental health difficulties and may have behaviours that challenge us.

We have assessed the service against the, ‘right support, right care, right culture’ guidance. This enabled us to make judgements about whether the provider guaranteed people with a learning disability and autistic people respect, equality, dignity, choices, independence, and good access to local communities that most people take for granted.

Leaders and staff were exceptional and distinctive. Governance systems were well established, comprehensive, and operated effectively to monitor the quality of care and support people received. The management team carried out a structured programme of audits and quality checks, covering key areas such as care planning and risk management. Reviews were undertaken consistently and in line with the provider’s governance framework, ensuring emerging issues were detected at an early stage. When concerns were identified whether through audits, staff feedback, or routine oversight the management team acted promptly and proportionately, implementing clear action plans, following them through to completion.

Staff described the registered manager as an engaged, visible, and a highly competent leader who worked alongside them to maintain high standards of practice. They reported the registered manager had a strong understanding of people’s needs, modelled good practice, and was approachable when staff sought guidance. This contributed to a positive culture where staff felt supported, confident in their roles, and aligned with the provider’s expectations for safe, person centred care.

The staff team demonstrated an outstanding level of inclusivity, consistently placing people at the heart of all decisions relating to their care and treatment. Staff showed a deep understanding of each person’s individuality, actively encouraging them to express their views, preferences, and choices. This inclusive approach ensured people remained in full control of how they wished to be supported, and their voice shaped every aspect of their care.

When people’s needs changed, staff responded with remarkable attentiveness and collaboration. Decisions were made jointly, with staff working closely alongside people and, where appropriate, their representatives, to agree the most appropriate adjustments. This partnership led approach meant support remained not only responsive but truly personalised, reflecting what mattered most to each individual.

Holistic, person centred care was embedded throughout the service. Support plans were exceptionally detailed and rich in personalised information, providing a comprehensive picture of each person’s , identity, and preferences. These plans captured meaningful aspects of each person’s life, needs and desires.

People were treated with kindness and respect. Staff respected people’s privacy and dignity and supported people to feel safe. People were supported to maintain their health. Support plans were regularly reviewed and updated as required to ensure they remained effective and responsive to any changes in people’s health.

People were supported in the least restrictive way, in line with legal requirements and in people’s best interests. Robust safeguarding systems were in place to protect people from the risk of harm or abuse. Staff understood their safeguarding responsibilities and acted appropriately when concerns were raised.

Medicines were managed well and safely. People received their medicines as prescribed, with regular checks in place to ensure correct storage, administration, and documentation. There were enough safely recruited and suitably skilled staff to meet people’s needs. Infection prevention and control measures were implemented effectively.

Staff worked in partnership with health and social care professionals to help people achieve positive outcomes. Staff had a clear understanding of people’s rights and how to uphold them in their daily duties. Staff felt supported and valued by the registered manager and received access to regular supervision and training.

There was an open and inclusive culture where staff felt confident to raise concerns. These were acted upon in a timely and appropriate manner. The provider promoted a culture of continuous improvement and learning.