Little Oaks Residential 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 care home since a change of provider on 14 October 2021. This key question has been rated Good.
 

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 an open culture in the home. Staff were supported to provide high-quality care. The team demonstrated the values of the organisation, and the ethos of the service was “Our residents do not live in our workplace; we are privileged to work in their home” and worked hard to create and foster a homely atmosphere. The team expressed how they had wanted to prioritise care and people’s wellbeing. The management team were invested in making sure the home was providing high-quality care. The management team worked closely with staff and knew people well which was evident from the feedback we received from people, their relatives and health professionals. The registered manager was visible on the floor providing support to people and had a clear understanding of the home at every level.

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.

Leaders led the team by example. They were passionate about the home and wanted to strive for excellence. Staff were given opportunities to develop their skills, for example, by completing a care qualification. The registered manager had the skills and experience to manage the home effectively.

People told us the registered manager was good and said that they were “A most kind and generous person”. When asked about the registered manager, relatives told us; "[registered manager] is compassionate and caring...[they are] lovely and handles difficult information well”, “The manager is excellent and sets the tone for Little Oaks - warm, friendly and homely” and “Very genuine, [they are] clear, kind, fun and finds time to banter with [people]”.

Staff feedback echoed these comments. We were told; “[The registered manager] is a dedicated manager who genuinely cares about people and the staff. They go above and beyond their responsibilities to ensure people are safe, happy and receive the best possible care. Their hard work and commitment are clearly visible every day”.
 

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

All the staff we spoke with told us they had no concerns about speaking out if needed. Staff were clear about how to raise any concerns and being able to follow the providers processes if needed. There was a clear process for staff or people to speak up. Staff said they felt listened to and able to approach the management team with any concerns and issues would be addressed without delay.
 

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.

Staff told us they were treated fairly and felt respected in their roles. Managers told us they offered staff flexibility with their shift patterns where required for their personal life and wellbeing. Managers were approachable, supportive and encouraged open communication across the team. Staff described how the culture had improved since the registered manager started and colleagues felt valued for their contributions. Staff members told us; “Yes staff are treated fairly, especially ensuring care staff are taken care of” and “Staff morale is currently very high; it has not always been like this. It has been a long, continuous journey to this point. There is a strong sense of collaboration, and I personally feel valued and respected because my contributions are acknowledged. I feel supported by leadership, be it at work or in my personal life”.
 

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 service had effective quality assurance systems. Audits of the quality of care was checked on a regular basis. Any actions or concerns were addressed without delay. Updates on actions were effectively communicated with the team through handover meetings and team meetings. The provider took accountability for any actions or shortfalls in service delivery and ensured that actions were added to their service improvement plan. Safeguarding concerns, complaints, incidents and accidents were investigated thoroughly and actions followed up.
 

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 registered manager developed links with the local community, for example, local places of worship were invited to the home for people who wanted this and local schools. The registered manager attended local meetings with external agencies and stakeholders which enabled them to understand local initiatives and be aware of any changes to practices and national guidance. The registered manager networked with registered managers from other local care homes. The home had positive working relationships with health care professionals, who visited regularly and they gave us positive feedback on their interactions with the provider and staff.
 

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.

The provider recognised the importance of learning lessons from accidents, incidents, audits and feedback. Records showed where shortfalls were found, action taken to address this, and any learning shared with staff to prevent recurrence. The provider had a service improvement plan to track continual improvements for the home. The provider and registered manager were receptive to all feedback following this inspection and took swift action to improve systems and processes. They demonstrated a willingness to learn and continuously improve the service.