HTG South West - Dorset

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

The service was well-led, focusing on patient care, partnerships, and staff well-being. Team mergers initially presented challenges, but management fostered a positive culture through recognition programs and wellness resources. Staff felt comfortable raising concerns, supported by established procedures. The service proactively managed risk and continuously improved, using incident reports and feedback to drive positive change. While some equipment issues were found, the service actively engaged with partners and used feedback to learn and improve.

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.

Staff who transferred to the service said they were initially unsure about the move, explaining that merging 2 teams who had not chosen to work together was challenging. However, they felt the work environment was getting better, even though they still had to adjust to a new team and sometimes work with agency staff. Managers told us they had introduced initiatives to build a positive culture, like a staff journal for sharing news and celebrating achievements, and an employee of the month award. Staff agreed these efforts were positive and helped bring the teams together, making them feel valued. Staff also had access to a wellness app and a 24/7 confidential helpline.

The service's vision focused on patient care, partnerships, and staff well-being. They offered several employee benefits, like an assistance program, 24/7 GP access, and well-being support. They understood their patient population and knew who their most vulnerable groups were, for example, by having a dedicated staff member to ensure dialysis patients got to their appointments. They also had a detailed plan to keep critical services running even if there were disruptions. Well-being initiatives included employee recognition, advice on dealing with extreme heat, health and well-being information, and mental health awareness campaigns.

Staff feedback revealed aspects of capable and compassionate leadership. Staff felt supported by accessible and responsive safeguarding leads, and management addressed their concerns about equipment usage through additional training. The service's proactive response to booking challenges, along with investments in staff development and training infrastructure, demonstrated capable leadership.

The service demonstrated capable, compassionate, and inclusive leadership. Compassion was evident in safeguarding training, responsive support for staff concerns, and dedicated care for vulnerable patients. Inclusivity was promoted through translation services and non-discrimination policies. Capable leadership was demonstrated by established incident reporting and Freedom to Speak Up processes, proactive responses to operational challenges, and investments in staff development and safety improvements based on near-miss reporting.

Staff reported feeling comfortable raising concerns, although they hadn’t needed to do so. While the Station Manager initially served as the Freedom to Speak Up Guardian, following discussion, they immediately appointed another individual to this role during our visit. This provided staff with an alternative reporting channel, particularly if they preferred not to raise concerns with their direct line manager.

A Freedom to Speak Up notice board was displayed, and the service had a policy and procedure in place for raising concerns. Due to recent staff changes, it was too soon to see any trends in concerns raised with the Freedom to Speak Up Guardian, but staff were encouraged to speak up. Managers had conversations with staff about this, and the practice educator provided information about the Guardian's role. HR oversaw this process, and the policy emphasised open communication, confidentiality, and protection from any negative consequences for speaking up. While a staff survey had not been done recently due to the organisational changes, staff were encouraged to share concerns through the Freedom to Speak Up Guardian.

We have been unable to collect any evidence for this evidence category.

New staff received training on equality, diversity and inclusion as part of their induction, suggesting an effort to integrate these principles into the workforce.

We have been unable to collect any evidence for this evidence category.

Incident reports, including near misses, revealed recurring themes. Increased near-miss reporting allowed proactive risk monitoring. For example, 45 near misses in July 2024 led to reviews, action plans, and mandatory wheelchair lap belt questions during booking. This proactive approach demonstrated a positive learning culture. While most equipment was suitable, some wheelchairs and stretchers lacked servicing labels, hindering internal checks. This governance issue was discussed, and managers committed to implementing an equipment checklist linked to servicing dates. The service used a Risk Register, overseen by the governance team, to manage potential problems. The biggest identified risk, merging staff teams and incomplete training, was being addressed, and improved training compliance has since been evidenced.

We have been unable to collect any evidence for this evidence category.

We have been unable to collect any evidence for this evidence category.

We have been unable to collect any evidence for this evidence category.

The service had established processes that demonstrated partnership working. They collaborated with other healthcare providers, such as Occupational Therapy, to ensure smooth patient transitions and with other services to improve booking processes and address operational challenges. Additionally, they partnered with a local trust's renal unit to enhance staff training and development. The service also engaged in regular communication with stakeholders and local health partners, indicating a commitment to collaborative working relationships.

We have been unable to collect any evidence for this evidence category.

The service was committed to continuous improvement, using several ways to gather feedback and learn. These included daily calls with the Integrated Care Board, bi-weekly meetings with local health partners, and monthly contract reviews with senior management. They shared lessons learned from incidents and complaints through posters and information sharing. The service also encouraged staff car sharing and sought feedback from partners to further improve. Meeting minutes showed regular, planned discussions focused on learning and improvement.