Hallam24 Bassetlaw

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 good. At this assessment the rating has remained good. This meant the management and leadership was consistent. Leaders and the culture they created supported the delivery of 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 vision to support and promote independence and improve people’s quality of life using a holistic approach. The registered manager had 2 further branches in surrounding areas and the staff and management team regularly met to share concerns, lessons learned and best practices. The registered manager encouraged staff to be open and transparent and had an open-door policy so staff could access support when needed. This fostered an open culture that supported people to receive safe and responsive care and achieve positive outcomes.

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. The registered manager had a detailed induction plan for new managers to ensure they had the skills, knowledge, experience, and credibility to lead effectively whilst maintaining effective oversight during this process to ensure people and staff remained safe. We saw examples of multiple staff members being upskilled and promoted within the organisation.

The provider had relevant policies in place to support people and staff with speaking up. Staff we spoke with were aware of the whistleblowing policy and felt able to use this and were confident action would be taken.

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 provider had an equality and diversity policy, and staff received regular training to aid understanding and development. Staff we spoke with praised the provider for the support they received, 1 staff member said, "I love my role and can't think of any improvements, as I am so 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. The provider had a business continuity plan, so they were prepared for emergency situations and people would continue to receive their care. They made notifications in line with their regulatory responsibilities.

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. Staff were trained by district nurses to enable them to support people with specific health care tasks, such as PEG feeding. PEG feeding is a method of providing nutrition and medication directly into the stomach through a tube inserted through the abdominal wall. This enabled people to receive safe and responsive care without the need of multiple teams.

The provider had a strong focus on continuous learning, innovation and improvement across the organisation and local system. They always encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice and research. The provider and management team had a clear plan for the future that included improvement and innovations. For example, the organisation was currently transferring to a new electronic care planning system to help them develop their care plans further and improve their quality monitoring process by ensuring this was accessible from a single system and available remotely in emergency situations. This ensured people received consistently safe care that was continually being monitored and improved.