Grovelands

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 outstanding. At this assessment the rating has remained outstanding.

This meant service leadership was exceptional and distinctive. Leaders and the culture they created drove and improved high-quality, person-centred care.

This service scored 93 (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 very clear shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and an exceptional understanding of the challenges and the needs of people and their communities.

Grovelands had a very warm, welcoming, and tranquil atmosphere that was consistently remarked upon by people and their relatives. Without exception, they spoke of staff who went above and beyond to support individuals in living fulfilling, joyful lives.

Staff demonstrated a deep commitment to person-centred care, attending daily handovers to ensure seamless communication and responsiveness to any changes in people’s needs. This proactive approach contributed to consistently safe and effective care.

The management team recognised the importance of people accessing the local community and the challenges they faced to live their live as they choose . For example, one person, thrived at being outdoors and had incredible fitness and required additional support. They worked with the persons family and arranged a walking companion volunteer to support the person to enjoy walks in local country parks and further afield. This restored the persons purpose, confidence, and joy in their daily life.

Some people with a history of working late or enjoying active social lives, felt the day ended too early in a traditional care setting. The management team recognised this and introduced an “Evenings Alive” programme. This was led by people at the home and included, themed card tournaments, Chinese takeaway nights, and cultural food experiences. This has significantly increased people’s engagement, reduced feelings of isolation after dinner hours, and strengthened bonds between people, families, and staff. The registered manager told us, “Impromptu evening celebrations are also instigated by resident’s request and interests.”

The registered manager and deputy manager provided exceptional leadership, empowering staff to deliver care aligned with the provider’s core values: ‘connecting with people, making a difference, doing the right thing, and embracing change.’ These values were not only embedded in daily practice but actively shaped the culture of the home.

The management team worked with a person receiving end of their life care. They had anend of life wishand wanted to hear the band they had been part of for many years. A performance was arranged at Grovelands. The registered manager told us, “It was a truly moving experience for everyone present and a reminder that at Grovelands, end of life care is not just about meeting clinical needs but about ensuring that a person’s final chapter reflects the fullness of their story.”

The management team, ensure people connect to the local community at every opportunity. This included working with a local hospice to prepare and open the grounds to help raise funds. People had prepared a wildlife area, painted pots and a bee friendly area to share. Another example, is when people arranged a farewell party for the local mayor. The registered manager told us, “This sense of community pride was palpable, and the occasion left both residents and guests uplifted.”

Staff, including the management team, knew people extremely well. Regular staff meetings fostered a culture of transparency and continuous improvement. Minutes from these meetings evidenced clear communication, shared learning, and a strong emphasis on dignity, compassion, and safety. A meeting in April 2025 specifically reinforced these values, highlighting their importance in every aspect of care.

The staff worked in partnership with health and social care professionals, such as rehabilitation services, community nurses, mental health team and speech and language therapists, to ensure people received care and treatment which met their needs.

External professionals also praised the service. One healthcare professional shared, “I’ve worked closely with the manager and deputy manager to run carer support groups. Staff are always courteous and genuinely care about residents. The manager and deputy manager consistently go ‘over and above’ to ensure the highest standards of person-centred care.”

The provider’s policies and procedures robustly upheld human rights, fostering an environment where people felt valued, respected, and empowered. This approach enhanced self-esteem and ensured people’s voices were central to the care they received. People and their families felt actively involved and included in shaping the service.

The provider had exceptionally 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 always did so with integrity, openness and honesty.

Without exception, people, relatives and staff told us the service was well-led and they felt listened to and involved. People and relative’s comments included, “The manager is always there and is very approachable”, “I don't think we could find anywhere better, it is brilliant here” and “It’s all amazing here.” Staff comments included, “[Registered manager’s] office is always open if we need to talk”, “If I made a mistake I would go to manager, she's so good” and “[The manager was?] Very supportive.”

The registered manager and deputy manager had worked together for several years and had a very good working relationship, knowing each other’s strengths and weaknesses. They were both passionate about the home and were both aware of their roles and responsibilities. They were keen to ensure people were involved and included. They both had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

The management team were very well supported by the provider’s quality assurance team and higher management team. The provider’s quality team conducted quality monitoring checks, to ensure people were safe and happy. When these quality monitoring checks identified areas which required improvement, action was taken promptly and effectively.

A healthcare professional told us, “Yes, I do feel Grovelands is well managed. The manager and deputy manager work very well together to ensure the home is run smoothly. They appear to care very much about their residents and their staff and they take pride in ensuring the home is safe and happy.”

The registered manager understood the requirement of duty of candour. This is their duty to be honest and open about any accident or incident that had caused or placed a person at risk of harm. They notified the relevant authorities, including local authorities and CQC where required.

The provider was exceptional at fostering a positive culture where people knew they could speak up and their voice would be heard.

The registered manager fostered a culture of openness, transparency, and psychological safety, where people using the service, their families, professionals, and staff felt empowered to raise concerns without fear. A robust and dynamic feedback system was in place, incorporating regular listening events, “resident of the day” one-to-one conversations, and the appointment of a “resident champion” who served as a trusted advocate and voice for individuals.

People consistently reported feeling comfortable and confident in raising issues, which were addressed swiftly and effectively. Relatives also shared they felt listened to, involved in care decisions, and reassured any concerns would be resolved promptly by the management team.

Staff told us they felt safe and supported to whistle-blow on poor practice. Multiple avenues were available for raising concerns, including a well-established open-door policy and strong leadership from role models within the team who actively encouraged open communication. Staff felt valued and were regularly invited to contribute ideas for service improvement.

Supervisions and team meetings were held routinely, providing structured opportunities for staff to share feedback and raise concerns. One staff member described how they had raised an issue regarding the incorrect use of a hoist, which was promptly addressed, demonstrating a proactive and responsive management approach.

There had been 1 minor complaint received in the past 6 months. It was managed in full accordance with the provider’s complaints policy. The registered manager worked collaboratively with the complainant and staff involved to ensure learning was embedded and similar incidents were prevented in future.

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 promoted diversity and worked towards an inclusive and equitable workplace. Staff spoke positively about how they were treated fairly and respectfully by the registered manager and deputy manager. They said they felt valued and heard.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver high-quality, sustainable care, treatment and support. They always acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

There was a designated ‘residents’ champion’ involved in all areas of the home. They welcomed new people to the home, took concerns to the management team, liaised with people ensuring they were involved and kept informed about the home and had direct involvement in shaping the service. The deputy manger, told us how they had worked with people to choose the décor of a lounge in the home. They said the residents champion was involved with recruitment of new staff.

Governance arrangements were regularly reviewed and continuously evolved to reflect best practice and national guidance. The provider had a robust governance program framework to ensure the service operated within the standard expected by the provider. Audits were detailed and focused on improving standards and outcomes for people. Action plans were used appropriately to address any concerns and to identify even better ways to deliver the service. For example, a medicine audit had identified an ‘as required’ protocol was not in place. An action plan was put in place; the following month this was reviewed and had been completed.

The provider’s dedicated quality team undertook comprehensive quality monitoring audits and performance reviews. This included scrutiny of care records, medicines management, infection prevention and control, health and safety, staff development, and people’s experiences of care. Audit outcomes were analysed and acted upon, with clear action plans and designated accountability to ensure improvements were achieved.

The provider celebrated staff success, through their own, ‘Somerset Care Awards’. Numerous staff at Grovelands had been nominated and the care support team had been runners up in 2024. A staff member had received a certificate of appreciation from an external health care innovation network, for a fidget board which had been crafted specifically for a person at Grovelands.

The registered manager completed daily walk arounds which ensured visibility and hands-on leadership. This meant there was daily operational oversight at the home which reinforced a strong culture of openness, learning and improvement.

Staff told us they felt supported and empowered, and that the registered manager and deputy manager were approachable and responsive.

Staff carried out their roles as expected, and the building was safe and well maintained. Any issues were addressed immediately.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. The provider shared information and learning with partners and collaborated for improvement. Partners told us they had no concerns about the service. We received positive feedback from professionals and visitors,

In the provider’s service improvement plan, they told us they were ‘participating in a new project led by NHS South Somerset Psychology, focusing on person-centred, carer-focused Interventions in residential dementia care. This initiative is designed to support homes in enhancing how we understand and respond to behaviours that challenge us, through staff training, collaborative reflection, and practical tools.’

The provider had a strong focus on continuous learning, innovation and improvement across the organisation and local system. They always 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 registered manager analysed accidents and incidents and supported the team to look at what went wrong, what could be prevented and what needed to change in the future. This was done in a nurturing and positive way where the whole team learned and were part of improving the service. Any concerns identified were used as an opportunity to develop and learn, with the desire to ensure people received the best care and support.

Learning had improved practice at the home and was then shared across the provider’s other services. For example, following a recent near miss incident, they developed a system to strengthen safeguarding practices and cross-team communication.

The provider used learning opportunities from services in the group to improve practice across the group. For example, where there had been a choking incident in one home, actions were put into place across the provider’s other services. This included undertaking choking assessments, implementation of protocols, additional training and discussion at staff meetings.

The registered manager was involved in the provider’s ‘falls group’. They met to share learning from other homes and discuss any new guidance/technology which could help reduce falls. To improve people’s safety, dignity, and comfort following a fall, the provider had purchased an inflatable lifting chair to help people up from the floor after a fall.

The provider’s robust governance system demonstrated effective and clear oversight of the home and a quality focused approach.

The provider encouraged feedback from people and other stakeholders and used this information to adapt and change the service to accurately meet peoples’ individual preferences and characteristics. The registered manager, deputy manager and staff team listened, acted and involved people in all aspects of the day-to-day operations within the home. This was primarily with the ‘residents’ champion’ who consulted and informed people using the service and fed back their findings.

The provider had contributed to an organisation called PREACH (prioritising research through engagement with older adult care homes) to undertake research to improve care for people.

The management team had been exploring how to safely reduce or discontinue unnecessary medicines in older people. They were part of a project called, ‘The STOPPING project’ where researchers worked alongside, people, families and staff with the aim of reducing medicines and improving overall health, reducing side effects, and enhancing quality of life. The registered manager told us, “The project reinforced our ethos: every intervention should enhance life, not simply maintain it.”