Little Haven

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• 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

Overall staff spoke of a positive, person centred, culture within the service and of a sense of trust and confidence in the skills of the leadership team who they felt were visible within the service, supportive and made them feel valued. Staff told us they were encouraged to raise concerns without fear and team meetings were used to share suggestions or ideas. However, some of the governance arrangements needed to be more robust.

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.

We did not look at Shared direction and culture during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Capable, compassionate and inclusive leaders during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Freedom to speak up during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Workforce equality, diversity and inclusion during this assessment. The score for this quality statement is based on the previous rating for Well-led.

Staff were able to explain their role and responsibilities and describe how they supported people in way that demonstrated they knew their needs and preferences. Some staff spoke of challenges of completing paperwork in a timely way but assured us that care was delivered when required. Staff spoke positively about the leadership team who they said were effective, supportive and ensured a positive culture within the home. Comments included, “Line managers are outstanding they approachable if you have any problems, they speak to you in the right way”, “I feel really happy here, it is a really positive time to be in the home” and “I feel appreciated, it certainly gives me more confidence that I am doing the right thing when you get the individual feedback. Yes, I feel supported by management and colleagues.” The registered manager described how they maintained a monthly clinical risk register to have oversight of all clinical risks within the home. They used this, for example, to feedback to the kitchen team, which people were losing weight, or might need a fortified diet. The home manager spoke passionately about the improvements being made to the environment. They explained that people’s access to the local community had been improved through the provision of communal car that could be used to take people to community events or hospital appointments. To enhance people’s sense of wellbeing and enjoyment, a coffee bar, pub and hair salon with nail bar had been created. They were aware that more still needed to be done to ensure the upkeep and maintenance of the whole building described a programme of refurbishment of rooms, communal areas and grounds.

There were quality assurance systems in place, these included, medicines and wound care audits and checks of the safety of the premises. Some of the audits needed to be used more effectively to help the leadership team identify and address shortfalls. For example, care plan audits had not identified the concerns we found in people’s care records. In response, the provider has started giving supernumerary time to their nursing staff and care practitioners to ensure they have time to review and update care plans. A daily auditing tool will be used by the shift lead to check all planned care has been delivered. Clinical risks were monitored weekly by the registered manager using a clinical risk register. This gave them oversight of a number of clinical risks such as weight loss, wound care, the number of people on high risk medicines and those at risk of choking or of having falls. Staff meetings took place and were an opportunity for staff to share feedback and ideas for how the service might improve. There was evidence that leaders sought feedback from people about their care and support and acted upon suggested improvements. Regular ‘Chill and Chat’ sessions helped to ensure people were given the opportunity to express their views and be empowered to be more involved in how the service was operated. Some people told us changes could be slow to happen and we did note that the service improvement plan could be developed by adding more specific targets dates for improvements to be completed by. The home had a registered manager who was a registered nurse and a home manager. They were supported by a regional team and the board of Trustees. All the leadership team had a clear vision for the service and it was for example, important to them that the service was managed in a sustainable and financially secure way. Many of the improvements to the environment such as the movie room, coffee bar and pub had been redeveloped using recycled resources or donated items.

We did not look at Partnerships and communities during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Learning, improvement and innovation during this assessment. The score for this quality statement is based on the previous rating for Well-led.