Grosvenor Lodge

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. Good: This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care. At our last inspection we found the provider was in breach of legal regulation in relation to good governance. At this inspection, enough improvements had been made, and the provider was no longer in breach of legal regulation.

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. Staff had specific training on equality and diversity and had a good understanding of how to enable people. Staff told us: “It’s a nice vibe at the home, that’s why people like living here and we like working here. I like working here, the people and the staff are nice. It is a good home.”

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. Staff all spoke highly of the management team, how they were supported and offered them guidance whenever they needed. Staff told us: “The [registered manager] is a really good manager, she listens and will always help us out, she will come out on the floor and help if she needs to. I can go to the managers at any point, they will listen to me.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Relatives told us how the home was good with communication and the managers always had an open door. Staff attended staff meetings and felt they could raise concerns if they ever needed to. Staff told us: “We can raise concerns about anything, in fact, we’re encouraged to. I know about whistleblowing, I would know what to do and how to do it.”

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. Staff described the good teamwork and how they respected each other. One staff member told us: “I feel respected working here, everyone has been very respectful to me.” Another staff member told us: "Yes we are given opportunities, when we have appraisals and supervisions, we say what we want to achieve. Gather more knowledge around working in a care home, to be able to provide quality care.”

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 management team had effective quality assurance oversight and carried out regular audits and checks to monitor and improve all aspects of care they delivered. The deputy manager told us: “We have different responsibilities for audits, some I do and some [ the registered manager] does. They are important though as we need to make sure we’re giving a good 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. People’s care plans showed how the home worked in collaboration with outside agencies and ensured people got the support they needed to attend appointments. The home gathered feedback from community professionals to ensure their relationship was strong and they achieved positive outcomes for people. Staff told us: “We take people out in the community as much as we can and we also have people visit, like the local schools and entertainers.”

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 home had adopted a continuous learning approach, and this was evidenced with improvements being made within the home, there was further focus and plans to implement new staff well-being support and employing a dementia specialist. Staff told us: “We do our best to keep up to date with everything. We share information with the other home, and we keep staff up to date as well.”