Hales Group Limited - Ipswich

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.

At our last inspection the service was in breach of legal regulation in relation to governance. At this assessment we found improvements had been made and the provider was no longer in breach of regulation.

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.

Care workers told us how they were proud working for the service. A care worker said, “I believe the service is well-led. Management are approachable, supportive, and committed to maintaining high standards of care. They communicate clearly and promote a positive working environment.” Another care worker told us, “I can categorically say that the people using this service are safe and well cared for by both the carers and management team who have put everything in order to ensure that there is no gap in client's care.”

Care workers received information on the requirements of their role and the systems in place to meet people’s needs in the employee handbook, training, policies and procedures, spot checks and supervision. In addition, care workers were provided with updated information which could be accessed in their hand-held devices.

Systems were in place to share learning and good practice across the provider’s locations, including lessons learned..

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 explained the improvements made in the service since our last inspection and as a result of a recent local authority assessment. They spoke passionately about the service, people who used the service and the staff who worked there.

We received positive feedback about the registered manager and how the service was led. A relative told us they felt the service was well-led and shared an example of how the registered manager was responsive and had taken action when they had raised an issue, “I received a lengthy email from the manager addressing my concerns and weekly audits of the carers were put in place to ensure the care plan was being followed.” A care worker said, “I feel comfortable raising any issues or suggestions. Management are responsive and always take time to listen, offer feedback, and take action where needed.” Another care worker told us, “The service is well led by our amiable manager who listens to people when they raise concerns.” Another care worker said, “The management team are incredibly hard workers.”

Since our last inspection, there had been a change in regional manager, with the new regional manager working for the provider in September 2025. They told us their responsibilities, which included providing support to the registered manager.

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

Care workers told us they had access to and understood the provider’s whistleblowing procedures. A care worker said, “The company encourages transparency and has made it clear that any concerns can be raised confidentially and will be taken seriously without fear of retaliation.” A care worker told us they spoke up when they found that care workers were not always supporting people in line with their care plan and needs, which was acted on.

Care workers had completed surveys which reflected how they felt about working in the service. The responses were analysed and measures put in place to improve experiences. Where comments were received from people using the service and relatives, actions taken as a result of their comments were identified in ‘you said, we did’ documents which were shared with people to demonstrate their feedback was valued.

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.

The registered manager told us there was a diverse workforce who worked well together as a team, based of respect for each other and backgrounds. This was confirmed by staff. A care worker said, “I feel the service is well-led and communication is generally clear. Mutual respect amongst staff is high, staff welfare is prioritised, and the support is encouraging.” However, another care worker told us they felt there was inequality on colleagues working weekends and school holidays when some were flexible and some were not, “The same carers never get weekends or time off during the halfterm and school holidays to spend time with their family.” The registered manager told us how they were ensuring care worker’s individual needs were considered when scheduling rotas.

The registered manager told us how sponsored staff were given information in how to cook traditional British foods and in British culture. In addition, they were working with a care association to employ displaced sponsored staff.

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.

There was a range of audits and monitoring systems in place, which assisted the management team to identify shortfalls and address them. We were assured where shortfalls had been identified during this assessment, they had been identified in the provider’s own monitoring systems and feedback received from the local authority. A service’s improvement plan was in place and improvements were underway and being monitored. The registered manager had taken immediate action to improve the care plans we had reviewed, although we were assured care plans were in the process of being reviewed and updated.

The registered manager’s audits included speaking with people and care workers about their experience of the service. Care workers told us spot checks of their work practice were undertaken, for which feedback was received to help them to improve.

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.

The registered manager told us they worked well with other professionals, including commissioners and took any feedback received seriously and used it to improve the service. The registered manager told us how they were receiving workshops provided by the local authority in record keeping, safeguarding and dementia to enhance the provider’s training.

We saw evidence to show the service was supporting local community charitable organisations, this included donations for people in need over Christmas, such as food and toys. We saw correspondence between community organisations and the service regarding the support the service could offer.

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.

Since our last inspection, improvements had been made, and the service was no longer in breach of regulation. A service improvement plan was in place which identified plans for further and continuous improvement.

Care workers were provided with training and the opportunity to undertake qualifications relevant to their role. Care workers were kept updated with any changes to the requirements of their role. Newsletters were also sent to care workers and people using the service to keep them updated with any changes within the service.