Little Manor Care Centre

On this page

• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

Caring – this means we looked for evidence that the provider involved people and treated them with compassion, kindness, dignity and respect.

At our last assessment we rated this key question good. At this assessment the rating has remained good. This meant people were supported and treated with dignity and respect; and involved as partners in their 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 always treated people with kindness, empathy and compassion and respected their privacy and dignity. Staff treated colleagues from other organisations with kindness and respect.

We saw staff treat people with kindness. Staff were chatting to people and there was a friendly, welcoming atmosphere. One health professional told us, “I have never heard a member of care staff speak unprofessionally about any patients. The staff have had to deal with some very difficult situations, but they have always dealt with it professionally.”

People and relatives told us staff were kind, caring and respectful. Comments about the staff included, “Staff are wonderful, kind and really care about us and how we feel”, “Staff are very good to [person], they treat [person] with respect and dignity” and “The staff are lovely.”

We observed staff knocking on doors before entering rooms and this was confirmed with all relatives we spoke with.

The provider treated people as individuals and made sure people’s care, support and treatment met people’s needs and preferences. They took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

Prior to people using the service, a plan of therapy was agreed with hospital staff. Once people moved into the service, a joint working approach with the provider staff and MDT staff worked with people to make sure the plan was achievable and realistic.

People spoke positively about their experiences at the service, they said they could spend time where they wanted to and staff communicated with them well. One person told us, “I am fine in my room. I have my television and lovely staff around me.” Another person said, “I am not bothered about activities, I go to the dining room for meals and chat with other people which I enjoy.”

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing.

The ethos of the service was to promote people’s independence and help them move back to their own homes. Leaders were passionate about improving outcomes for people and making sure their experiences were successful. Staff were trained to encourage people to do what they could for themselves and only offer any care and support when people really needed it. The aims of the service were clear, people were partners in their care and supported to regain and maintain their independence.

People’s feedback about their experiences at the service were positive. People told us they felt they had improved and were regaining their independence since being at the service and out of hospital. Comments included, “Staff look after me well and I am really improving from the care and rehabilitation programme provided” and “I have all I need and am getting better every day here. I don’t want for anything.”

The provider listened to and understood people’s needs, views and wishes. Staff responded to people’s needs in the moment and acted to minimise any discomfort, concern or distress.

Records showed staff used a nationally recognised tool to assess people’s clinical condition if they had concerns about their wellbeing. The tool supported staff in knowing when to escalate concerns about people’s health.

The service was pre-emptive and reactive to people's needs. Rehabilitation plans had clear goals for people which were regularly reviewed. As there was a multi-disciplinary presence at the service, this meant the service was able to respond in a timely manner as people’s needs changed and their overall condition improved.

The provider cared about and promoted the wellbeing of their staff, and supported and enabled staff to always deliver person-centred care.

The provider had various systems established for staff to have guidance or support when they needed it. Staff told us they felt well supported in their roles. For example, staff told us about fixed shift patterns to help them meet family commitments. If more than 1 family member was employed the provider said they made sure working patterns did not impact on each other to help with childcare.

The registered manager said, “We are proud of being contactable, staff can message any of the senior leadership team who are happy and comfortable to be contacted 365 days a year. We know the staff individually and tell them to visit the office, come and talk to us.”

There was a free and confidential employee assistance programme which provided staff with a 24-hour helpline. If needed staff could access free counselling for any issue not just work related. Leaders were trained as mental health first aiders which meant they could signpost staff and support them to access services they might need. Staff felt well supported by the provider and felt able to raise any concerns. One member of staff said, “I feel able to raise anything with the manager. I am free to go to the office anytime or call the manager. They also chat to us and tell us to go to them with any difficulty.”