Bings Hall

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.

At our last assessment we rated this key question Requires Improvement. At this assessment the rating has changed to 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. 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.

Staff were positive about the culture and approach in the service.

The service had an up to date ‘service user guide’ which detailed the aims and objectives of the service. This was available to all people, relatives, staff and stakeholders.

Surveys were conducted with all stakeholders to seek their feedback and help ensure their involvement in the delivery of the service.

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.

All feedback we received regarding leadership was positive. One relative told us, “The management is always very welcoming and there to answer any questions you may have.”

The provider had a system of support and supervision to support the registered manager.

The provider employed the services of an independent consultant to complete audits and reviews on their behalf. They confirmed this was to ensure the service was running safely and in line with their expectations.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

Staff were positive about how the management team engaged with and involved them. They were confident that they would be listened to if they spoke up. One member of staff told us, “I feel I can speak up at work, I do have access to whistle blowing procedures, and I’m confident to speak up and whistle blow if the need is to do so.”

The provider had a whistleblower policy in place, with processes in place to support staff in speaking up.

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them.

Staff felt well supported and respected by the management team. One member of staff told us, “I have always had a positive experience with the manager, I feel I’ve been very well supported. The manager’s door is always open if I have concerns or issues with service users or myself.”

The provider had a suite of policies in place to support equality, diversity and inclusion.

All staff were invited to participate in meetings, supervision and complete surveys. They confirmed these occasions provided them with opportunities to ask questions and provide feedback on their experiences.

The 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.

The provider had a system of audits and checks in place which were completed by the registered manager and senior staff. There was a clear schedule for those required to be completed weekly, monthly, quarterly and annually.

Actions from these were included in improvement plans and shared with staff.

We found that some audits contained checks which were not relevant to the service and required reviewing to ensure they were up to date. The provider confirmed they would complete a review to ensure the checks being carried out provided them with an accurate oversight that benefitted them, the registered manager and service delivery.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement.

It was clear from feedback received that partners experiences of working with the service was positive.

There was a clear and robust system in place to ensure partnership working with health social care professionals, and local partners.

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. They actively contributed to safe, effective practice and research.

All processes in place were used to identify where learning and improvement was needed. Actions were recorded, planned for and completed.

The provider’s quality assurance system covered all aspects of the service and included people’s experience and feedback received. Where errors were found or learning identified, this was approached positively.