Grey Gables (New Milton) Limited

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.

Detailed audits had been introduced and completed giving oversight of the service. The manager was able to respond to all questions about service provision assuring us of the improvements made to the governance of the service. The manager was responsive to concerns raised during the inspection, immediately addressing them and had supplied all requested records within the timeframe allowed. We found no evidence notifications had not been made. The was no longer a breach of regulations.

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 had developed a philosophy and aimed to provide people with a ‘home from home’. Staff worked towards this goal, and there was a family like atmosphere in the service.

Staff meeting minutes reflected discussions about the service’s aims, people’s needs and wishes, best practice and training.
A staff member told us, “We all work hard as a team at Grey Gables for the residents and feel we make a difference to their lives, by caring for them when they are upset, giving them a hug, talking and listening to them, holding their hands when they are not feeling well, but most of all letting them choose how they would like to live."

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.

A new manager commenced at the service in January 2025 and had been working with the team to make improvements. They had addressed the skill gaps noted in our previous inspection and were working on a service improvement plan. The manager had submitted their application to become registered and were awaiting its outcome.

The manager completed spot checks of staff practices, out of hours visits and had an office in the heart of the service, so monitored interactions between people and staff to ensure people were cared for in a dignified and respectful manner.
A staff member said, “The new manager started on in January 2025. Within the six months they have bought the home up to a high standard. They are very approachable and fair and have worked extremely hard implementing new focus and structure. I feel very much supported within my roles."

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

The provider had a whistleblowing policy and staff were encouraged to speak out should they witness or suspect poor practice or abuse. One staff member said, “If there were any concerns, I would report them straight away to my manager and if I needed to, safeguarding and CQC and I would whistle blow.”
Staff also commented on how positive they felt the service had become. Comments included, “So much has improved for the residents and the staff. Everybody is working as a team now the manager has put in this place, everybody respects each other and shows dignity and compassion for everyone”.

The manager had also introduced a ‘staff member of the month’ award. Each month, a staff member who had gone over and above their duties would be celebrated and thanked with a gift. All staff had completed a training course in wellbeing in the workplace.

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 provider employed staff based on their ability to complete their designated tasks and their attitude to their caring roles. Staff received training in equality, diversity and inclusion and there was a focus on people retaining their individuality and on ensuring their changing needs were sensitively met.
There were a number of overseas workers at Grey Gables, all of whom expressed pride both in their jobs and in the standard of care delivered by the service. We received positive feedback about the support given by the manager to staff. A staff member said, “I am very proud to work at Grey Gables with a very good team and our excellent manager. We are all looked after; our training is given to us to complete, and our induction is very good, so I know how to look after the people we care for. We have enough staff and everyone [staff] work very hard to make everyone’s [people’s] lives happy. If I need help, then I ask my manager who always gives me support."

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.

The manager had introduced detailed and effective auditing system. There was a wide range of audits including medicines, mealtime experience, kitchen, dignity and COSHH. These were completed at different intervals and gave oversight of the service. For example, the health and safety audit covered all aspects of the service and premises. Once audits had been completed, actions were identified and communicated to staff. A monthly care plan audit had identified people who had just been admitted to the service did not have all care plans completed however the information missing had yet to be received from healthcare professionals.

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.

We spoke with visiting community nurses who gave positive feedback about working in partnership with the provider to meet people’s needs. They told us staff knew people extremely well and there was a new, more professional approach in the service.

Other partners included health and social care professionals such as social workers, GP’s and independent mental capacity advocates (IMCA). Staff did not hesitate to contact relevant professionals should people need their support. Information was effectively shared with healthcare professionals in order to ensure people received appropriate care and support.

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.

The manager had reviewed and expanded range of staff training to ensure staff had all the necessary skills to support people. Staff could bring issues and suggestions to staff meetings, handovers or directly to the manager should they need to.
Following falls, staff completed both an internal accident report and a form which had been submitted to the community nursing team. Any feedback from them was shared with the team. Other internal learning was also shared and staff received this at handover, staff meetings or through their communication app.
The manager had been proactive in having professional assessments of people completed so they were able to access the wider premises. For example, people had been assessed for hoisting or using a stand aid and use of a wheelchair which enabled them to be more fully included in the service.