Grimsby Office

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

We assessed 7 quality statements in Well-Led and rated it as good; the leaders of the service were proud of the service they provided. The managers were visible and accessible, supporting the team daily. There was clear partnership throughout the team and with external bodies.

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 told us they were proud of their service, and they enjoyed working for the company. There was a strategic plan published in 2024 with 4 organisational objectives and a set of staff values. However, the values displayed at the ambulance base were not up to date and although staff knew there were values, they could not articulate what they were.

There had been team meetings where staff discussed service activity and issues but due to shift patterns, these were difficult to organise. Managers had an open-door policy to enable staff to share concerns as needed.

Staff felt supported and guided by their managers. Managers were available when they were needed and led by example. They were knowledgeable about the issues and priorities for the service and strived for change and improvement when needed. They focused on staff wellbeing and ensured a culture promoting good practice and safe care and treatment.

Managers had effective support and opportunities to develop and maintain their credibility and skills. The roles of staff and leaders were clear, and they understood their responsibilities and accountabilities.

There was a freedom to speak up champion at base, who had completed training. No concerns from whistle-blowers had been raised at or before our assessment.

The service had a freedom to speak up policy in which was in date and staff knew where to access it. Staff could access a freedom to speak up guardian via a confidential email if they did not wish to escalate matters locally.

We reviewed the Equal Opportunities and Equality and Diversity policy during our assessment, managers were able to tell us how they would use the policy.

The service had policies to support equality, diversity and inclusion. One of the service values was ‘recognising diversity is a powerful force for positive change’. The service also had a sexual safety charter and a disability confident commitment certificate.

The service had systems to monitor service delivery. The ICB held monthly meetings with the service to discuss quality and performance. There was an audit programme to identify both operational and environmental risks.

There were systems and processes to provide information to the executive team for the oversight of performance, quality assurance and safety. Managers felt assured that quality and safety information was cascaded to all staff via emails, e-learning and verbally if needed.

The service provided a non-urgent transport service within the local community, patient feedback was positive overall.

Senior managers said that they had good working relationships with their commissioners. There were regular check-ins during the week with staff at the ICB to discuss operational matters.

Commissioners said that they had developed an effective and mutually supportive relationship with the service.

The service shared a quality pack which was shared with commissioners detailing complaints, safeguarding referrals, performance and audit results.

The service had to change and develop to meet the demand of commissioners and the changing needs of patients and business need. Rotas were under review to accommodate later hospital appointment times, and the increasing number of journeys needed.

A wellbeing app was available on staff mobile phones and there were various initiatives to engage staff such as the HTG Talk Group. A QR code could be scanned to pose ideas or questions to senior managers. Staff were also encouraged to obtain the flu vaccine. A free 24 confidential helpline was offered to staff for legal information and guidance.