White Oak Care Limited

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 service. This key question has been rated 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.

The services mission was to provide high quality, compassionate and person-centred care and support through individually tailed packages within our supported living service. Service objectives were monitored through audits. People, relatives and staff were positive about the service.

Staff told us the culture within the service was positive and they were supported when needed. A staff member told us, “Its good culture, very friendly.” Another staff member commented, “Friendly culture in the organisation, all work together for person centred care.”

Staff had a good understanding of the ethos of the service and were clear about their responsibilities. They understood their roles and told us the management team supported them. A staff member told us, “Our company wants to provide good care in this sector, they want to achieve good care provider status.”

The management team operated an ‘open door’ policy where people, relatives and staff could speak to them at any time to ensure there was an open culture where concerns could be raised and acted upon.

The provider had inclusive leaders at all levels who understood the context in which they delivered care.

The management team knew people well and were committed in improving the service to ensure people received high quality care. A relative told us, “Manager is very good.”

The management team held staff meetings regularly. Agenda involved staffing, people that received support and training. Management also gave staff opportunities to provide feedback on the service through surveys.

Staff were positive about the registered manager. A staff member told us, “My manager is good, they support us, also they help like when I need leave or emergency.”

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

A whistleblowing policy was in place that included details on how to raise concerns both internally and externally, which allowed staff freedom to speak up. Staff feedback was also sought as part of supervisions and staff meeting. Whistleblowing is the act of reporting wrongdoing, misconduct, or illegal activities within an organisation.

Systems were in place for staff to raise concerns internally and externally. Staff knew how to use the whistleblowing policy and understood their role and responsibilities of reporting concerns and knew who to go to if they needed to.

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 for flexible working arrangements as shift plans showed staff were able to work flexibly. Staff did not have any concerns with lack of support and were positive about the service and the management team valuing diversity.

Minutes from staff meetings demonstrated that staff were fully informed about service developments and staff were able to provide feedback at these meetings. The provider encouraged an open-door policy, allowing staff to raise concerns or suggestions comfortably. A staff member told us, “All of our management team are very supportive.”

The provider had a clear equality, diversity, and human rights policy to ensure that neither staff nor people using the service were subjected to discrimination.

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.

Records showed the provider had quality assurance systems in place to ensure regular audits were carried out. Care plan audits were completed to ensure care plans were personalised. Medicine audits were completed to ensure people were given their medicines as prescribed and staff were competent to administer medicines. A staff member told us, “The company wants to provide good quality care and treats staff well.”

Systems were in place to attain feedback from people, relatives and staff through reviews, surveys and as part of staff supervisions and meetings.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people.

The registered manager and staff told us they worked in partnership with health and social professionals to ensure people were always in the best of health. Records confirmed people had access to social and health professionals to ensure they were in the best of health.

The provider focused on continuous learning, innovation and improvement across the organisation and local system.

There were a range of monitoring and audit tools to assess and monitor the delivery of care and support to people.

The service had systems in place for learning and improvements with feedback being sought from, people, relatives and staff to ensure there was a culture of continuous improvement and to support the registered manager on enhancing overall service quality. Comments from the recent completed satisfaction surveys were positive.