Hales Group Limited - Doncaster

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 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 service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

This service scored 68 (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. The management team valued their workforce, and staff told us they felt supported and appreciated. Most relatives felt involved in their family member’s support.

One person told us there had been a period when there had been a lot of staff changes and with staff calling in sick. They said things have improved a lot. They told us, “This has changed and I’m very happy with the carers I have now. There are a regular team of carers, 2 of them I would give 10 out of 10 and 2 of them I would give 12 out of 10. They are fantastic.”

Staff told us the registered manager was open and transparent in their approach and there was a culture of learning. One staff member told us, “I’ve worked for Hales for several years. I’ve seen a lot of changes of manager over the years. The current manager is better than all of those previously. Any problems, they are fantastic. [Registered manager] is very good.”

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.

Some people told us they had received a consistently good service, while a small number told us of a period when the service was not as reliable. Those people who had raised concerns told us the management team had addressed this, and they had seen improvements. One person said, “[The service] have tried very hard. They don’t ignore things. Things have definitely improved. I’ve had more good than bad from them. Some of the carers are very good. I’m always pleased to see them. There are always going to be times when they are running late but they let me know, so I know what’s happening.” There remained a small number of people who felt their concerns were not addressed to their satisfaction. One person said, “My regular carers are coming at the right time. It’s only when they’re not available, for instance if they’re ill, that it can go pear shaped. The carers that cover can turn up at silly times; like 9pm for a teatime call.” We discussed this with the registered manager who told us they continued to work positively with people towards resolving any issues.

Staff felt well supported. One staff member said, “Hales is a reasonable company to work for. [Registered manager] is absolutely amazing. She makes time for people if stuck and in need of help or advice. She values you. The management is one hundred thousand per cent better now.” They went on to tell us, “We have ‘Well-being Wednesdays’ when the office staff ring us, just to make sure we’re OK.” They told us the management team spread learning through electronic messaging and through team meetings.

Staff told us the service fostered a positive culture where they felt they could speak up and their voice would be heard. One staff member told us of a recent issue of the management team were addressing with the local authority regarding staff’s personal safety. They said, “They [the management team] don’t ignore things.” Another staff member said, “[Registered manager] sorts things out. If she says she’s going to do something, it’s guaranteed it will get done.”

Staff had access to a whistle blowing policy and told us they would use the process if they needed to. Staff we spoke with were also clear that they should feedback any comments and concerns people raised with them. The provider sought people’s feedback via regular phone calls, visits and surveys. People and relatives felt they could speak up and most felt their voice was heard. One relative said, “Yes, they [staff] listen and take on board what I say.”

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. Systems were in place to support staff such as a lone working policy, and flexible working arrangements. Staff told us they felt valued and supported. The staff team were alert to discrimination and inequality. They told us they were provided with training on equality and diversity.

The management team were aware of people who were likely to experience inequality and actively listened to make sure people’s care was tailored to address this. People told us they were involved in decisions about their care and their religious and spiritual beliefs were respected.

The provider had clear responsibilities, roles, systems of accountability and good governance. The service used these to manage and deliver good quality, sustainable care, treatment and support. Audits were completed to ensure the service was operating to the expected standard. Areas identified for improvement were addressed with careful thought and thoroughness.

As a result of people’s feedback, the management team had undertaken work to ensure all staff were clear about their roles and responsibilities and knew what was expected of them. Staff told us the registered manager was effective in their role, approachable and provided them with clear and consistent leadership.

One staff member said, “[The registered manager] is great. She is a straight talker, but she isn’t nasty. She praises you and is good at building your self-esteem. If she needs to tell you off she does it in a positive way and you don’t walk away hating her. She fights your corner when she feels you are in the right. The rota works a dream now. She asks staffs’ opinions about things.”

The service 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. There was clear evidence of the service working collaboratively with partner professionals, such as keeping them up to date with changes in people’s needs and preferences, and joint problem solving.

Most relatives felt they were involved in the planning and reviews of their loved one’s care, although one relative felt this could be improved. They said, “Care plan? I can’t see if there’s a care plan, but I can access what the [care staff] write in the App. on-line.”

The provider focused on continuous learning, innovation and improvement across the organisation and local system. The management team actively contributed to safe and effective practice. Trend analysis systems were used to identify what went well and what needed to be improved. The registered manager told of us a programme of work they had carried out because of feedback from people and relatives in a particular geographical area. This had resulted in improvements in the quality and reliability of the service people received. The feedback we received from people and relatives who had raised concerns painted a picture of an improved service. The local authority also commented on the effectiveness of this work.