Hallaton Manor Limited

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 leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture. At our last assessment we rated this key question good. At this assessment the rating has remained 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 75 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The provider had a shared vision, strategy and culture. The manager and staff shared the provider vision to deliver a service that put people first and provided positive outcomes for them. Staff feedback about the culture and shared direction of the service was positive. A staff member told us, “How we work is to really get to know people and identify what works and what doesn’t. Find out what makes them happy and what they don’t like and respect this.” This demonstrated the provider’s values of person centred approaches.

The provider 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. The registered manager told us they felt very well supported by the provider to drive improvements and develop the service in a direction that promoted positive outcomes for people and staff. The manager was actively working on recruitment and development of staff in post to provide them with the skills they needed to provide high quality care to people. Feedback from staff on the registered manager was positive with staff telling us they had seen improvements and felt valued working at the service.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff told us they opportunities to speak up during regular meetings and supervision. The provider and registered manager were visible in the service and staff told us they felt able to discuss anything with them. For example, staff had recently raised concerns about workloads at peak times. The registered manager had worked alongside staff, identified and implemented solutions which staff felt had resolved their concerns. There was a ‘whistle blowing’ policy in place which was discussed with staff to ensure they had the tools to speak up and raise concerns if needed.

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. All staff and managers spoken to identified with a shared commitment to good practice and an open approach to problems and issues. Staff felt well-supported in doing their jobs and spoke positively about teamwork, shared values and care for people. Staff described management support for them to achieve a good work-life balance, and care and flexibility when health or family circumstances required it. Newer staff described a welcoming, supportive and inclusive culture which enabled them to feel comfortable and confident in their roles. There was respect and appreciation amongst staff for cultures and backgrounds and any differences were quickly worked through and resolved.

he provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate. Audits provided oversight of the running of the service and actions from audits were followed up to drive improvements and deliver positive outcomes for people. The registered manager completed statutory notification’s when required and notified partners following safeguarding concerns. The manager worked closely with the local authority to investigate safeguarding concerns to ensure people remained safe. The registered manager had good oversight of risks and had taken action with other agencies where they felt they were unable to mitigate risks for individual people within the service provision or environment. There were clear systems in place for workforce planning, such as recruitment and development of the workforce with additional staff roles identified and implemented at the service.

The provider understood their duty to collaborate and work in partnership, so services work seamlessly for people. They shared information and learning with partners and collaborated for improvement. Staff followed clear systems and processes which demonstrated a commitment to achieve effective partnership working within the service's staff team, as well as with external professionals and partners. There was good evidence that staff worked as part of the community in the links they had supported people to forge with local community.

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people. There was a learning culture at the service with learning shared from incidents, accidents, safeguarding and complaints, to inform and improve on-going care. Staff were encouraged to develop their skills and attend training courses to enhance their skills. The registered manager was committed to ensuring they followed best practice and kept informed of changes and innovations within the care sector.