North Devon Hospice

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

We reviewed governance, management and sustainability quality statement for the well-led key question.

This service scored 79 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

We did not look at Shared direction and culture during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Capable, compassionate and inclusive leaders during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Freedom to speak up during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Workforce equality, diversity and inclusion during this assessment. The score for this quality statement is based on the previous rating for Well-led.

The service had clear roles, systems of accountability and good governance which it used to manage and deliver good quality sustainable care, treatment and support. This included regular meetings for the board of trustees, corporate governance, care quality working team and care team leads governance meetings. There were clear and effective governance, management and accountability arrangements. The service carried out regular staff surveys and obtained regular patient feedback.

Staff understood their roles and responsibilities. Managers could account for the actions, behaviours and performance of staff. The staff we spoke with stated they enjoyed working for the hospice and felt able to talk to and were supported by both their immediate line manager and the senior leadership team. The service had an on-site information technology team which looked after data security and protection. There were robust arrangements for the availability, integrity and confidentiality of data, records and data management systems. The Director of Finance was the senior officer responsible for risk. The service had developed a system which managed current and future performance and risks to the quality of its service which allowed for new and innovative ideas to be tested within the service. The service had developed a system which allowed them to see what financial impact any changes would have for a five-year period. For example, this enabled the service to think creatively about replacing staff who were leaving and whether the role required a full time person or whether a different specialty, such as occupational therapist or paramedic would be more appropriate. It helped to ensure the service remained sustainable. The service also collaborated with system partners. For example it worked with the local ambulance trust to ensure that they contacted the service for patients which were known to the service, in order to see if it could provide care to that person and avoid a hospital admission where appropriate.

We did not look at Partnerships and communities during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Learning, improvement and innovation during this assessment. The score for this quality statement is based on the previous rating for Well-led.