Grovewood Residential Home

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

The service promoted a positive culture which was practised and promoted by the whole of the staff team. The service has inclusive leaders who embody the culture and values of their workforce and organisation. The home utilised various methods for enabling staff to speak up in the home, and helping to create a positive culture. Staff told us they felt supported by the management team. The service had accessible policies and procedures that staff were aware of and kept updated with. The service demonstrated that it valued diversity in its workforce and worked towards an inclusive and fair culture by improving equality and equity for its staff. The service demonstrated effective processes in relation to responsibilities, roles, systems of accountability and good governance. The service worked collaboratively with partner organisations and had good outcomes measured by the local authority. There was an emphasis on learning and improving throughout the service.

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 service demonstrated a shared vision, strategy and positive culture, to help achieve positive outcomes for people. The registered manager explained, " We discuss visions and values in meetings. For new staff members, we take on staff we think will adopt and practice our values. When they start, they are reminded daily of the importance of promoting person centred care."

Staff were keen to share that they thought the service promoted a positive culture which was practised and promoted by the whole of the staff team. Comments from staff included, " I think the culture here is good care, keeping everyone clean and tidy and well nourished, well looked after, as we would look after our own. The manager wants everyone to be happy."

Our conversations with the registered manager, staff and our observations evidenced the home was led by a compassionate, caring and inclusive leader who embodied the culture and values of the organisation. Policies and processes showed how the manager and their team shared good practice amongst meetings, audits and feedback captured good examples of a positive culture were people were happy with the service.

Feedback from staff and the registered manager demonstrated leadership in the home was based on inclusivity and how the manager understood the context in which care was delivered and how that had a positive impact on the culture and values of the service. Staff told us they thought the manager led by example and they had the skills, knowledge and experience to manage the service.

The home utilised various methods for enabling staff to speak up in the home, and helping to create a positive culture. An accessible whistle blowing policy was in place and the registered manager told us how staff could speak up at any time, via feedback questionnaires, handovers. staff meetings and via an open door policy

Staff told us they thought the home embodied a culture for speaking up and openness. Comments from staff included, "I can make suggestions at any time, I do feel I am listened to," and "I feel I can make suggestions at any time, I feel comfortable to speak up."

Policies and practices were in place to help maintain a workforce in which equality, equity and exclusivity prevailed. This was largely driven by the culture and attitudes of the staff, who valued the whole of the staff team and helped to support one another on both a professional and personal level.

Staff were keen to tell us how the registered manager supported all staff, including all persons with any cultural or protected characteristics requirements. Comments from staff included, "All the staff are supportive here and if anyone has any particular needs they are taken care of and looked after," and " It's a caring and accommodating home, all staff are looked after." The registered manager and staff demonstrated that they valued diversity in their workforce and worked towards an inclusive and fair culture by improving equality and equity for its staff. The service employed some overseas staff and had taken measures to help staff feel included and free from any bias or prejudice.

The service demonstrated effective processes in relation to responsibilities, roles, systems of accountability and good governance. These systems were used to manage and deliver high quality person centred care and support. Information about risk was current and acted on. Performance and outcomes were measured and used to drive up further improvements. The service demonstrated clear, effective governance and management arrangements. Governance processes were effective at identifying and managing risks to the safety and quality of the service and to ultimately help drive improvements. Managers understood the legal requirements of their role and the importance of their role and responsibility.

Staff told us how they understood their role and responsibility and how they thought the home was well run. Comments from staff included, " It's a well-run home, the manager always has the door open and can be approached at any time. Staff do understand their roles but its teamwork here and we work very well as a team," and "I would say it's well managed and run.

The service demonstrated it was transparent and collaborative with relevant external agencies and worked in conjunction to help support joined up care. The registered manager shared an example of such working, "For example, if someone was risk of falls, we make a referral to the falls team. We have open discussions with families and we will liaise with external professionals and take action as soon as we can." Policy, procedures and audits showed overall good practice in working collaboratively with partner organisations such as GP's, clinical assessments, hospital visits. The provider audits showed good oversight in managing and reviewing expert in put such as the falls team and the local authority audits helped to show ongoing collaboration and monitoring of the service.

Staff were of the view that the service worked well with other agencies to help achieve good outcomes for people. Comments from staff included, "The home does work well with other agencies, we get people the help they need, the district nurses for example, they love coming to our home," and "We work well with outside teams, we have good lines of communication." The registered manager understood their duty to collaborate and work in partnership, to help ensure services worked seamlessly for people. Information was shared with partners to help collaborate with improvement. The registered manager told us they had a very good working relationship with the local authority who regularly visited and monitored and supported the service.The registered manager felt they had a very positive working relationship with their local GP practice, the discharge team at Arrow park hospital and several social workers following recent care management reviews for service users placed at their service.

The local authority visit the service every three months to carry out monitoring checks and they also carried out an annual review of the service encompassing all parts of the service. Their shared reports showed a positive relationship that identified and acknowledge good practice from the service and rated them a good rating form a local authority PAMMS assessment. (The Provider assessment and market management solution tool) The last three monthly audit carried out bu the local authority in February 2024 showed really good outcomes and helped show positive support in acknowledge good practice and improvements in the service.

People shared their experiences of how the staff worked with other agencies to meet their needs. One relative explained how the staff supported their family member to access medical support when they needed it and they kept them informed of all decisions and support from the partner organisations.

Processes to ensure that learning happens when things go wrong, and from examples of good practice were well established. The registered manager encouraged reflection and collective problem-solving. This occurred on a daily basis during staff handovers and in staff meetings. Quality assurance arrangements were robust and identified any potential shortfalls and monitored actions to reflect and improve the srevice.

Staff told us they felt there was an emphasis on learning and improving throughout the service. Comments from staff included, "All of us try to improve, like me, I go on every course going. I love to learn and bring that back," and "I am keen to develop and get better, I like any constructive criticism as it helps me to improve." The service demonstrated it focused on continuous learning and improvement, and encouraged ways of delivering good outcomes and quality of life for people. Staff and leaders had a good understanding of how to make improvement happen. Leaders encouraged staff to speak up with ideas for improvement. The registered manager confirmed, " We have staff meetings every 3 months or sooner if required and meetings for people and relatives. We have a fully open door policy and relatives can drop in and see us anytime. We use feedback forms and questionnaires too. We do not have any complaints but there is a policy in place. We are instantly responsive to any feedback so this prevents complaints.