Hammerwich Hall Care Home

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.

This is the first assessment for this provider at this service. This key question has been rated 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.

There was a calm, welcoming atmosphere throughout the home. Despite being a busy environment, staff worked in a composed and organised way, which contributed to a positive and reassuring feel. Staff described the home as a good place to work and spoke about an open and supportive culture. Comments received included, “Yes, I think it’s a very family environment, which includes the staff. I work so closely with the staff, residents and families it gives you a real boost. It’s a really nice place to be” and “I really enjoy working here, it’s all teamwork and staff and management are supportive, so it makes it easier for everyone.”

There were strong relationships across all levels of the team, including operational managers and quality assurance managers. Staff told us they felt well supported by the management team, and this was reflected in the positive culture observed across the home.

The provider had a clear mission statement, which was displayed at the entrance of the home. The manager told us, “It is the B Happie pledge- includes pillars of happiness for residents and staff and we want staff and residents to be happy. Staff go above and beyond and really do instil the mission statement and values.” Staff were observed displaying the organisation’s values and in everyday practice.

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 home had recently experienced changes in management; however, the manager in post, although relatively new to the role, had worked at the service for many years in other positions. This meant they brought valuable experience, insight and understanding of the home and the people living there. The deputy manager, also newly appointed, had similarly worked at the home for a long time and had extensive knowledge of the service providing continuity and stability. One staff member said, “The management themselves used to be carers that have worked their way up, so they have a good understanding of what it is like to work as a carer.”

People and relatives spoke highly of the management team and staff told us they found both leaders approachable, compassionate and inclusive in their approach, which helped create a positive culture and supported consistent, high‑quality care.

Comments we received included, “[Manager’s name] is lovely. They are the best manager we have had since I’ve been here. They listen to you, they will help us with anything, and they will help on the floor. They are such a good manager- they are always happy and bubbly and it makes everyone else happy”, “[Manager’s name] is really good- will always listen to us. I feel very comfortable telling them anything- they are brilliant. One of the best managers we have had to be fair. With managers you can get nervous about approaching them, but not with [Manager’s name]” and “The deputy manager is phenomenal.”

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

There was a whistleblowing policy in place, and staff told us they felt comfortable and confident using it if needed. They said they could raise concerns openly and trusted that these would be taken seriously and addressed appropriately.

Staff told us they could speak to managers freely without fear of negative consequences. They described a culture where concerns were welcomed and acted upon. Staff were also familiar with senior managers who visited the home regularly and said they would feel able to approach them as well.

This open and transparent culture supported staff to speak up, helping to ensure people received safe and high‑quality care.

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 manager fostered an environment where individuality was respected and differences were celebrated. Staff told us they felt comfortable expressing who they were at work, and support was readily available for anyone with specific or diverse needs. Principles of equality were clearly reflected in everyday practice, influencing both how people were cared for and how staff were supported.

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 were robust governance systems in place which effectively monitored and maintained the safety and quality of the service. These systems helped ensure risks were identified promptly and improvements were sustained.

Audits were completed regularly, and the provider used a consistent, organisation‑wide quality assurance system. This enabled leaders to identify issues or shortfalls quickly and take appropriate action. Using the same system across all the provider’s services also supported the sharing of good practice and learning, helping to drive continuous improvement.

Staff had clear roles and levels of accountability, and people knew who to approach for different aspects of their care and support. This clarity contributed to a well‑organised service where responsibilities were understood and care was delivered consistently.

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 management team worked effectively with partners, stakeholders and the wider community to ensure people received outcomes that reflected their individual needs and wishes. This collaborative approach helped strengthen the support available to people.

Health and social care professionals visited the service regularly, and the manager and deputy actively sought learning from external sources to enhance the quality of care. This openness to professional input and best practice supported continuous improvement across the home.

The manager also built strong links within the local community, enabling people to access a range of meaningful resources and opportunities. This included arranging church services, musical entertainment and local outings, helping people stay connected to their interests and the community around them.

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.

Systems in place across the service supported continual improvement and learning from experience. These processes helped the management identify what was working well and where further development was needed, supporting ongoing improvements in the quality of care.

Staff were encouraged to progress and develop their knowledge and skills. The manager and deputy kept themselves up to date with current best practice and training, enabling them to share learning with the wider team so staff could continue to enhance the care they provided.

The operations manager and quality assurance officer had recently completed audits across the home, all of which scored highly. Management were commended for their strong performance and good practice, reflecting the effectiveness of the service’s governance and commitment to high standards.