Wolston Grange

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 leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture. At our last inspection we rated this key question Good. At this inspection the rating has remained Good.

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 provider had a shared vision, strategy and culture. This was based equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities.

The registered manager told us about new values and behaviours developed since the last inspection. The provider’s vision and values were displayed in the staff room to remind staff of them. This information stated, “Together we create a positive, caring environment where everyone feels valued and respected.” Staff were subject to questions about these values during their supervision meetings to confirm they followed them. Staff understood those values with 1 staff member explaining their role as, “Making sure everybody is well looked after and well cared for in their own home and given choices every day about what they want to do and to be made to feel safe and to be respected.” Another staff member told us, “I think the company is focussed on providing the best care they can. I do think the staff are amazing at doing that. I feel passionately about being in care and I have not come across anyone who doesn’t care. The staff are supported to give the best care we can.”
 

The provider had inclusive leaders who had the skills, knowledge, experience and credibility to lead effectively.

The registered manager told us they felt supported in their role. Provider visits regularly took place where they could share information, assess the quality of the service and discuss any improvements required with the registered manager.

Staff told us leaders were visible and gave them support and guidance as well as demonstrating a caring attitude towards them. Staff told us they had regular meetings with their line managers where they were given opportunities to discuss the service and their own development. One staff member commented, “I had my performance review, and she always asks if there are any needs for the residents, anything that has changed. If I have any issues with any of the residents I can go to [registered manager] and she will help me sort it straightaway.” Another member of staff said, “We have performance reviews and supervisions (meetings) which are 6 weekly.” They went on to say during their last one they were asked what had improved and what they felt needed to be improved and if they needed any further training.
 

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

People told us they felt confident to speak with staff or the registered manager if they had any concerns. One person said, “I would go and see one of the senior staff, depends on the severity, if it was one of the staff, I would see the manager, you know what I mean, depends what it is.”

Staff were provided with opportunities to share their views of the service in various different meetings that took place. Staff told us they confident to speak up when necessary and felt assured they would be listened to. One staff member told us, “I have no qualms in putting my two pennies in. That is what our supervisions and performance reviews are all about.” Another staff member gave an example of concerns they had raised with the registered manager that had been addressed. They said, “I think [registered manager] especially has been at the forefront of anything I have raised whether it be with residents, staff or personal issues.”
 

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by considering equality and equity for people who worked for them.

Staff told us they felt included in decisions about the service and enjoyed working for the provider. Staff were confident equality and diversity were promoted by the provider. One staff member said, “Definitely, because of the wide range of diversity in the staffing team. We are a disability confident employer. I have never seen any discrimination.”

The registered manager told us no staff currently needed workplace adjustments, but this was something they could support if needed. Staff had regular meetings with management staff to share their views including any concerns they may have related to equality, diversity and inclusion.
 

The provider had clear responsibilities, roles, and systems of accountability but governance processes were not consistently effective. They aimed to manage and deliver quality, sustainable care, treatment and support. They did not consistently act on information about risk. Information about risk, performance and outcomes was shared this with others when identified and appropriate.

The provider had governance and auditing procedures in place to support quality monitoring of the service. Audits included the regular review of medicines, care plans, accidents and incidents, checks of staff competencies and checks on health and safety equipment. However, these processes had not always been effective in identifying areas for improvement. For example, care plan reviews had not identified records were not always fully completed to enable effective monitoring to take place. This included gaps in the completion of supplementary records used to confirm safe care had been provided. We found equipment in need of servicing and chemical products not being stored and used in accordance with safety guidelines. The registered manager was made aware of these issues with a view to implementing immediate actions and additional checks to resolve these.

The registered manager demonstrated an understanding of the regulations and their responsibilities. For example, records were stored securely, and they had informed us about important events within the service.
 

The provider understood their duty to work in partnership with the local authority and healthcare professionals to promote the health and wellbeing of people living at the home. They shared information and learning as appropriate.

People’s needs were assessed prior to moving into the service to ensure the service could meet people’s needs safely. Referrals to health and social care professionals were made as appropriate when risks were identified. Positive feedback was shared by a healthcare professional on how the staff team worked together to support people’s healthcare needs. Records demonstrated improvements in people’s health such as healed skin wounds and people’s weights increasing where a nutritional risk had been identified.

Staff understood the importance of sharing information with health professionals, including any changes in people’s health, that may need to be reassessed and updated within people’s care records.
 

The provider had systems to enable continuous learning and improvement across the organisation. They encouraged feedback to enhance the service and quality of life for people.

Staff completed regular training to support them in their role. Staff described a culture where they were confident to own their mistakes and take learning from them. One staff member said, “That is part of my job description, being able to own up to my mistakes. I would definitely feel confident to own up.” Staff recorded incidents and accidents, and these were reviewed by the registered manager and action taken to help prevent reoccurrence. Any lessons learnt were discussed in team meetings as appropriate.