Long Lea 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.

At our last assessment we rated this key question requires improvement. At this assessment the rating has changed to 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 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.

Staff told us they enjoyed working at Long Lea Residential Home because the culture of the home was focussed on delivering the best care possible. Comments included: “What I’ve heard about the changes before I came and what I’ve seen myself tell me they [management] want the best for the residents and staff” and “Our manager tells us we are all here for the residents. They are what’s important. I think when your manager says that and shows they care, everyone takes it on board.”

Staff recognised the role of the registered manager and deputy manager in changing the direction of the home and building a team who wanted to achieve positive outcomes for people. One staff member explained, “There were lots of issues when I first came, and I was ready to leave. Then [management team] came and change started. Change for the better and better care for the residents. Now we are all here for the residents. That’s what this job is all about.”

During our inspection, it was clear the management team knew people well and wanted the best for people and staff. The registered manager told us improving the culture had been their primary focus when they joined the service. They told us they regularly carried out spot checks and observations of staff practice to ensure staff were consistently reflecting the right values in their interactions with people and each other. The registered manager explained, “It is working with the staff, talking with the staff, being part of the team, sharing my knowledge, training them in what is right and wrong and that everybody is different. I don’t like to see people unhappy at work. If you are unhappy at work, there is something seriously wrong.”

Processes were in place for staff to reflect on their practice through team meetings and individual supervision meetings with their manager. One staff member explained how they benefited from these meetings and enjoyed their role in supporting newly recruited staff. They told us, “I found supervision really helpful. When I started it was like a guide helping me. I got lots of advice and feedback and I took it on board. Now the trainees are allocated to work with me. I’m trusted to do that which is really special.”

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.

Staff were very positive about the registered manager and deputy manager and how they supported them to achieve good outcomes for people. One staff member told us, “Our managers are great. What I like is they can be sensitive, supportive and still be direct if you do something wrong. Because of the way they speak to you, you learn from it. You don’t feel told off; you feel guided.” Staff explained how managers modelled good teamwork and worked alongside them to support and guide them. One staff member commented, “If anyone rings in sick or if we are really busy, the manager and the deputy roll their sleeves up and help. They never say no. It could be cleaning, care, laundry, or serving meals. They just muck in.” Another staff member said, “[Registered manager] is the best manager I have ever worked with hands down.”

Staff told us the managers were available and approachable and were thoughtful about their wellbeing. One staff member told us, “On my induction the manager kept checking I was okay. That was lovely. When I finished, the manager checked I felt ready to work on my own. I thought how lovely. The manager cares about the residents and us.”

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

Staff described a culture where they were encouraged to speak up about concerns and share their opinions, confident they would be listened to. One staff member told us, “How things have changed. Now we are encouraged to say what’s on our mind and share our views.” Another staff member commented, “I’ve seen real improvements since [Registered and deputy manager] came. Staff morale is much better. It feels more friendly, more open. You feel freer to talk and share your views.”

The registered manager and deputy manager understood the importance of ensuring staff had opportunities to speak up for the benefit of the service. The registered manager explained, “I have always got an open-door policy so if there is a problem, we can work it out. We have team meetings, our daily flash meetings and I like them to have their opinion. If they have a problem they can air it in the meetings. If they feel they can’t, I ask them to email me so I can raise it on their behalf.”

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 equality and diversity were promoted and where a need was identified, reasonable adjustments were implemented to support them in their role. This included set shifts, flexible working or phased returns to work after periods of illness. Where staff needed extra support with elements of their training, this was accommodated. Staff raised no concerns about discrimination within the service and felt managers were inclusive in how they supported the staff team.

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.

At our last assessment of this service, we identified quality assurance processes were not always effective. At this assessment we found improvements had been made. Managers now regularly checked the quality and safety of people’s care in a range of areas including infection control and medicines management. Further audits and checks were done by the registered manager so they could be assured care and risk management plans were up to date and people received effective care that was focussed on their individual needs. Where any improvements were identified as being required, plans were developed to address these. The registered manager prepared a monthly operating report which was reviewed and analysed by the provider to ensure quality was maintained and standards met.

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.

People living at Long Lea were positive about the leadership within the home and the standards of care they received. Comments included: “I am very happy with the service. The atmosphere is great, and you get anything you want here”, “We have residents’ meetings where we get to say what we think” and “Any residents’ problems, they sort out straightaway.”

The registered manager explained how they ensured staff were kept informed and given regular updates about developments within the service. They told us, “I like to work with staff and involve the staff with everything that goes on in the home. If I go to a manager’s meeting, I will always give them updates about what is going on or if there are any changes in the provider. I don’t like to keep them in the background.” One staff member explained the benefits of this approach and told us, “Since I’ve been here lots has changed. They [management] don’t just do it. They explain why, they guide you, so you work with them. It just means things keep getting better and make you want to be part of it.”

The provider had systems and processes to ensure people’s needs were reviewed with external health and social care partners. Specific training had been requested from healthcare professionals to support staff practice and ensure people’s needs were met. One healthcare professional told us, “Overall I found the new management team engaging and happy to receive recommendations and aim to address these within a timely manner.”

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.

Action had been taken following our last assessment to improve the leadership in the home and address the issues we had identified. These actions had been effective and the provider was no longer in breach of regulations. One senior staff member told us, “Risk management was an issue at the last inspection, but we have worked hard. Records have really improved. We check them every day and the carers understand why they are important.”

The registered manager was proactive in supporting and developing staff learning and practice to ensure the delivery of good standards of care. Staff described a learning culture in the home where errors or incidents were managed but also seen as learning opportunities. One staff member commented, “There have been so many positive changes since the new manager came. The home looks better, the residents get good care. The atmosphere has changed. If you don’t do things right, you absolutely get told, but in a supportive way.”

Processes had been introduced to support improved learning such as increased managerial presence and daily meetings to immediately address issues as they arose.