GHC Nursing 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

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.

At our last assessment we rated this key question requires improvement. At this assessment the rating has changed to 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 71 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The manager 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 management team had a process in place to engage with people, relatives, staff and shared information, improvements and concerns. For example, the new electronic systems were used to share information and informal discussions with staff members to discuss areas for improvement to ensure staff were involved and understood and the providers strategy. Other opportunities for engagement were provided for staff to engage with the manager and the provider to discuss any feedback or concerns. For example, management would start before the night staff finished their shift to provide staff with the opportunity to discuss any changes and check the quality of care is in line with their vision and culture. Relatives and people had meetings with the management team to discuss the changes being made to the vision, direction and culture at GHC Nursing Care Home and the provider welcomed people’s feedback.

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. The manager had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty. The management team had made improvements to the service and people had received positive outcomes from the changes made to the service. The manager had a good understanding of their role and the regulatory requirements. They had implements effective systems and processes to ensure they had an oversight of the service. Where issues, risks and concerns were identified, records demonstrated action was taken in a timely manner. The management team were compassionate and wanting to ensure people who were supported by them received good quality care. Staff told us the management team were approachable and listened to staff. One staff member told us, “The management team is supportive. They [managers] listen to staff, and they lead us.” Another staff member told us, “I have positive experience with my management team, they are approachable, supportive and good leaders. They communicate effectively and provide guidance when needed. I feel valued and supported by my managers.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff told us they felt they had the freedom to speak up. The provider had systems and processes in place to enable staff, people living at GHC Nursing Home and their relatives to speak up. There were processes in place for staff to feedback and speak up through staff one to one supervisions with managers. One Staff member told us, “They [managers] have their doors open at all times we can go and communicate with any types of issues. I havegone to the management, and I feel free to talk to them. The Deputy Manager and Nurses always help on the floor when needed and teach or guide in the areas we need help or support.”

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. All staff we spoke to told us they felt they were treated fairly and equally. Staff had completed equality diversity and inclusion training.

The management team were visible, knowledgeable, and supportive, helping staff to develop in their roles. There were clear arrangements for accountability and improvement using a range of audits to monitor quality and identify areas that could be improved. There was not a CQC registered manager at the time of our assessment. However, the provider had recruited a manager who was in the registration process with the CQC to become the registered manager. Improvements to auditing processes and systems had been made. For example, accident and incidents were reviewed by the manager and they completed a monthly review, with the aim to reduce incidents and learn from them. However, not all systems were embedded to ensure risks were identified. For example, care plan audits had been completed, but failed to identify skin integrity care plans had not always been updated or person-centred. Staff told us the manager was approachable and had made changes to the service which had resulted in people having safe care and improving their care outcomes. Staff felt the management team had a better oversight of the service.

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 provider was working openly with the local authority to make the necessary improvements to meet their contractual obligations. The provider had a good process in place to work collaboratively with all health and social care professionals. People’s care plans demonstrated relevant professional input on how to support people with their health care needs.

The management team and staff told us they had learnt a lot since the last assessment and made improvements. One staff member told us, “Based on the last assessment we've made significant changes in care, documentation, training. These changes have positively impacted our residents care and overall experiences.” The provider had sent out surveys and the feedback had been reviewed. The provider told us they were keen to listen to people and expressed a willingness to continually learn and develop. The provider had changed to a different electronic system since our last visit to improve their systems and processes with recording and management having an effective oversight of the service. For example, incident and accidents were all recorded on the electronic system and evidenced who recorded the incident, the nature of the incident, who reviewed the incident, what action had been taken, and which partners they had shared any incidents with. All incidents were viewable, allowing the manager to have better overview of patterns and trends to make any necessary improvements. The systems informed all staff of any learning or improvements required. Staff told us they listened to people and acted on their feedback to make improvements. One staff member told us, “We prioritise listening to residents, their families and staff through, regular feedback sessions, complaints procedures, resident’s meetings. If someone makes a complaint we listen empathetically, investigate thoroughly, respond promptly, implement changes prevent recurrence.”