Human Support Group Limited - Oaklands

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 was the first inspection of this registered 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-centered 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.
The vision was clearly outlined in the Statement of Purpose and we saw evidence shared values were discussed routinely through team meetings and appraisals.

The provider used technology to promote a vision where the employees were valued and at the centre of the organisation. CCH Connect was launched April 2024. This is a communication platform that had been created for all employees to connect with each other and share information. It has interactive tools to provide quick access to important documents, encourage feedback, share stories and celebrate success and also provides information on what matters most to employees. The provider decided to introduce the app following research it undertook, which revealed that care workers often felt underappreciated for the work they do so reversing this was part of the overall strategy to connect the organisation, recognise employees and elevate the role of care workers, as well as develop an employee-centric vision.

We received positive feedback from staff about CCH connect and we observed a positive culture during our onsite visits to the service.
 

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.
We received positive feedback from people and their families about the management and leadership of the service. They told us, “I have some experience of management and found them very efficient and well organised. The office staff are very pleasant and always helpful. I have no complaints or concerns and would highly recommend them” and “The manager and staff in the office are excellent; well organised and approachable. I have no complaints and would recommend them.” Staff told us, “Any issues or problems are dealt with straight away, quality of care is always put first and feedback is always relayed back to staff” and “The team is really nice; we are part of the team. The management are approachable, and you can go to them with anything. I feel valued. The registered manager is very good and she is hands on.”

The regional operations manager told us, “We have been on a mission to be the best place to work in care, which is why last year we introduced the engagement programme which allows more touch points to communicate with staff throughout the year, listen to their feedback and make the necessary changes to evolve and be the best place to work. We wanted to give people a reason to stay as opposed to leave and this in turn provides excellent consistency the people we care for.”

The evidence we reviewed and the feedback we received reflected this approach and we received no concerns about the service.
 

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.
Staff received training in safeguarding and whistleblowing. They reported an open culture and there was an open-door policy where they were encouraged to report any concerns. They were confident the registered manager would respond appropriately They reported they had no concerns about any unsafe care or poor practices.
 

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 we received no negative feedback about unfair treatment. Staff were provided with equality and diversity training and the management team were approachable and operated an open door policy.
A healthcare professional told us, “Managerial staff are mindful of the wellbeing of carers, ensuring that they work in an atmosphere free from abuse and discrimination. The organisation values its workforce and promotes a culture of respect, support, and fairness.”
 

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 registered manager received regular input and support from the Human Support Group quality team. Regular checks and audits were in place to monitor the performance of the service. If shortfalls were identified action plans were implemented to address the shortfalls.

The registered manager was aware of their legal responsibilities and notified the CQC and local authorities appropriately when required. There were robust arrangements for the availability, integrity and confidentiality of data, records and data management systems.
 

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.
There were strong and effective relationships in place with local health and social care professionals to support good care. Staff and leaders were open and transparent, and the feedback we received from people, families and visiting professionals confirmed this.
 

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 service actively engaged in forums and events designed to share learning and improve outcomes for people. This included the CQC Registered Managers Forum and accessing support from Skills for Care. Skills for Care is the strategic workforce development and planning body for adult social care in England.