Little Acorns

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, engagement, and understanding challenges and the needs of people and their communities.

The manager and staff shared a common understanding of what good care looked like, and how they should work together to achieve it to ensure good outcomes for people. Induction, training, learning and reflection all ensured staff were reminded of their core purpose and supported them to continue achieving it. Staff believed in the positive impact they could have in people’s lives. A member of staff told us, “We give good care, I would be happy for a relative to live in this home.” People, staff and external professionals felt the service was well-led, with the manager being visible and accountable. Policies and procedures had regard to equality and human rights, equity of care experiences, diversity and inclusion and the needs of people.

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.

There was no registered manager in post at the time of this assessment. However, the manager of the service was in the process of registering with the CQC. The manager told us, “I’m proud of the team we have, we are working together well. I am supported also.” Staff spoke highly of the management team. One member of staff told us, “[Manager] gives us a supportive and honest culture in the home.”

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

The service had policies and procedures that supported staff in speaking up. Policies included the topics of safeguarding and whistleblowing. The manager told us the service actively supported staff to speak up with any concerns. Staff confirmed this. One member of staff told us, “I would raise any issues I was concerned about.”

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.

The manager and all the staff we spoke with told us the service was inclusive and they were treated with respect. Policies and procedures supported diversity and inclusion within the service.

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.

Quality assurance processes were in place and designed to give an effective overview of quality of the service and identifying any shortfalls. The management at the service had implemented robust systems of governance and audit.
 

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 service had a good relationship with external professionals. Staff said health professionals visited the service regularly and would carry out reviews when needed. One health professional told us, “I think the environment is a difficult one to work in. It has improved since the new management has been in place." People were supported to access the local community, and staff had put systems in place to keep people safe whilst doing so. Staff had engaged effectively and sensitively with the local community to raise understanding around the service, the role it played and to allay any fears.

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.

Staff were encouraged to develop their skills and learning so they could provide the most appropriate care for people using up to date best practice guidelines. The manager told us, “Regular training, supervision and support is in place for staff, and we want their feedback on what could be better.”